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WestProPlus: A Stochastic Spreadsheet Program For The Management of All-Aged Douglas-Fir-Hemlock Forests In The Pacific Northwest

WestProPlus is an add-in program developed to work with Microsoft Excel to simulate the growth and management of all-aged Douglas-fir-western hemlock (Pseudotsuga menziesii (Mirb.) Franco-Tsuga heterophylla (Raf.) Sarg.) stands in Oregon and Washington. Its built-in growth model was calibrated from 2,706 permanent plots in the Douglas-fir-western hemlock forest type in Oregon and Washington. Stands are described by the number of trees per acre in each of nineteen 2-in diameter classes in four species groups: Douglas-fir, other shadeintolerant species, western hemlock, and other shade-tolerant species. WestProPlus allows managers to predict stand development by year and for many decades from a specific initial state. The simulations can be stochastic or deterministic. The stochastic simulations are based on bootstrapping of the observed errors in models of stand growth, timber prices, and interest rate. When used in stochastic simulations, this bootstrap technique simulates random variables by sampling randomly (with replacement) from actual observations of the variable, rather than from an assumed distribution. Users can choose cutting regimes by specifying the interval between harvests (cutting cycle) and a target distribution of trees remaining after harvest. A target distribution can be a reverse-J-shaped distribution or any other desired distribution. Diameterlimit cuts can also be simulated. Tabulated and graphic results show diameter distributions, basal area, volumes by log grade, income, net present value, and indices of stand diversity by species and size. This manual documents the program installation and activation, provides suggestions for working with Excel, and gives background information on West-ProPlus's models. It offers a comprehensive tutorial in the form of two practical examples that explain how to start the program, enter simulation data, execute a simulation, compare simulations, and plot summary statistics.




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Does It Work? Monitoring The Effectiveness of Stream Management Practices In Alaska

The condition of aquatic habitat and the health of aquatic species, particularly salmon, are a significant concern in the Pacific Northwest. Land management agencies use fish and riparian guidelines intended to maintain or improve aquatic habitat.




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Broadening Participation In Biological Monitoring: Handbook For Scientists and Managers

Participatory (collaborative, multiparty, citizen, volunteer) monitoring is a process that has been increasing in popularity and use in both developing and industrialized societies over the last several decades. It reflects the understanding that natural resource decisions are more effective and less controversial when stakeholders who have an interest in the results are involved in the process. An adequate number of such projects have now been organized, tried, and evaluated such that sufficient information exists to recommend a comprehensive approach to implementing such processes. This handbook was written for managers and scientists in the United States who are contemplating a participatory approach to monitoring biological resources, especially biodiversity. It is designed as a how-to manual with discussions of relevant topics, checklists of important considerations to address, and resources for further information. Worksheets for developing, implementing, and evaluating a monitoring plan are posted on a companion Web site. The subject matter is divided into 3 stages of a monitoring project encompassing a total of 22 topical modules. These modules can be used in any sequence on an ongoing basis. Stages and modules include (1) planning-documentation, goals, indicators, collaboration, decisions, context, organization, participants, communication, incentives, design, and resources; (2) implementation-training, safety, fieldwork, sampling, data, and quality; and (3) followthrough-analysis, reporting, evaluation, and celebrations. Collaboration always involves colearning, so documenting choices, plans, and activities with the Web site worksheets is integral to the manual's effectiveness.




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Regional Cost Information For Private Timberland Conversion and Management

Cost of private timber management practices in the United States are identified, and their relationship to timber production in general is highlighted. Costs across timber-producing regions and forest types are identified by forest type and timber management practices historically applied in each region. This includes cost estimates for activities such as forest establishment practices such as reforestation and afforestation on crop and pastureland. Establishment costs for reforestation in the Southern United States are less than in other regions, although regional differences in establishment costs are less evident in hardwood than in softwood stands. Also, included in the list of timber management costs ate the intermediate management treatments of precommercial thinning, herbicide, and fertilizer application. Intermediate management treatments are less costly in the southern United States than in other regions. Trends in timber management costs reported as part of the management costs reporting.




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Learning To Manage A Complex Ecosystem: Adaptive Management and The Northwest Forest Plan

The Northwest Forest Plan (the Plan) identifies adaptive management as a central strategy for effective implementation. Despite this, there has been a lack of any systematic evaluation of its performance.




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Sustainable Forestry In Theory and Practice: Recent Advances In Inventory and Monitoring, Statistics and Modeling, Information and Knowledge Management, and Policy Science

The importance to society of environmental services, provided by forest ecosystems, has significantly increased during the last few decades. A growing global concern with the deterioration of forests, beginning perhaps most noticeably in the 1980s, has led to an increasing public awareness of the environmental, cultural, economic, and social values that forests provide. Around the world, ideas of sustainable, close-to-nature, and multi-functional forestry have progressively replaced the older perception of forests as only a source for timber. The international impetus to protect and sustainably manage forests has come from global initiatives at management, conservation, and sustainable development related to all types of forests and forestry. A few of the more notable initiatives include: the 1992 Earth Summit in Rio de Janeiro, Brazil (United Nations Conference on Environment and Development, UNCED); regional follow-ups to the Earth Summit such as the Montreal Process and Helsinki Accords; the forest elements of the Convention on Biological Diversity (CBD); and the Framework Convention on Climate Change (FCCC).




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Considering Communities In Forest Management Planning In Western Oregon

A recurrent theme in the development of U.S. forest policies has been the assertion of strong positive relations among communities, economies, and natural resource management. Now as a new round of federal land management planning is getting underway, questions are being raised about the strength of that assertion and how to view communities following a decade of reduced federal harvests. This report examines these questions considering the 433 communities in six Bureau of Land Management districts in western Oregon. It discusses the ways that forest-based communities have been considered in the context of federal forest management planning, and it summarizes information on socioeconomic conditions and trends for communities in western Oregon.




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Ecology and management of morels harvested from the forests of western North America.

Morels are prized edible mushrooms that fruit, sometimes prolifically, in many forest types throughout western North America. They are collected for personal consumption and commercially harvested as valuable special (nontimber) forest products. Large gaps remain, however, in our knowledge about their taxonomy, biology, ecology, cultivation, safety, and how to manage forests and harvesting activities to conserve morel populations and ensure sustainable crops. This publication provides forest managers, policymakers, mycologists, and mushroom harvesters with a synthesis of current knowledge regarding these issues, regional summaries of morel harvesting and management, and a comprehensive review of the literature.




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Birds and burns of the interior West: descriptions, habitats, and management in western forests

This publication provides information about prescribed fire effects on habitats and populations of birds of the interior West and a synthesis of existing information on bird responses to fire across North America. Our literature synthesis indicated that aerial, ground, and bark insectivores favored recently burned habitats, whereas foliage gleaners preferred unburned habitats.




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Proceedings: national workshop on recreation research and management

Given increasing need and decreasing capacity, the Forest Service outdoor recreation research program must strategize how best to address current and future priorities. The papers compiled here were presented at the National Workshop on Recreation Research and Management held in Portland, Oregon, February 8-10, 2005. Papers are organized around four themes: Understanding Forest Recreation Visitors, Recreation Planning & Monitoring, Recreation Management, and Special Issues in Recreation.




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A synthesis of the literature on the biology, ecology, and management of western hemlock dwarf mistletoe

Hemlock dwarf mistletoe (Arceuthobium tsugense [Rosendahl] G.N. Jones) is a small, inconspicuous parasite that has significant effects on tree growth and stand structure in coastal forest ecosystems of western North America. Most previous research focused on the effects of hemlock dwarf mistletoe on timber production. Previous clearcut harvesting of large areas that removed virtually all infected trees and forestry practices that established even-aged stands of trees effectively prevented or minimized future hemlock dwarf mistletoe impacts. Under this regime, further research on hemlock dwarf mistletoe was considered unnecessary. However, current forestry practices that restrict clearcut harvesting to small openings and retain live trees to preserve attributes of old-growth forests create conditions that appear highly favorable for enhanced seed production by hemlock dwarf mistletoe, early spread of the mistletoe to infect young trees, and, consequently, increased growth impacts to residual trees over time. More information is needed on the biology and impacts of hemlock dwarf mistletoe in coastal western hemlock retention harvested forests in the United States of America and Canada. Further work is recommended to develop sampling and monitoring procedures to determine hemlock dwarf mistletoe spread and impacts. We also need to investigate several unusual aspects of hemlock dwarf mistletoe biology and development such as long-distance seed dispersal and persistence in old-growth forests. Detailed tree, stand, and forest-level models are needed to monitor and project hemlock dwarf mistletoe effects over a wide range of ecological conditions and management regimes in coastal forests.




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A protocol using coho salmon to monitor Tongass National Forest Land and Resource Management Plan standards and guidelines for fish habitat

We describe a protocol to monitor the effectiveness of the Tongass Land Management Plan (TLMP) management standards for maintaining fish habitat. The protocol uses juvenile coho salmon (Oncorhynchus kisutch) in small tributary streams in forested watersheds. We used a 3-year pilot study to develop detailed methods to estimate juvenile salmonid populations, measure habitat, and quantitatively determine trends in juvenile coho salmon abundance over 10 years. Coho salmon have been shown to be sensitive to habitat alterations, and we use coho salmon parr as the primary indicator in the protocol. A priori criteria for type I and type II error rates, effect size, and sample sizes for the protocol were derived with estimates of variance computed from the 3-year pilot study. The protocol is designed to detect trends in abundance of coho salmon parr, as well as coho salmon fry and Dolly Varden (Salvelinus malma), in small streams managed according to TLMP standards and guidelines and to compare these to trends in unmanaged (old-growth) watersheds. Trends are adjusted to account for statistically significant habitat covariates. This information provides an important element in monitoring land management practices in the Tongass National Forest. The methods we describe may have application to monitoring protocols elsewhere for fish populations and land management practices.




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Understanding concepts of place in recreation research and management

Over a 3-day weekend in the spring of 2004 a group of scientists interested in extending understanding of place as applied in recreation research and management convened a working session in Portland, Oregon. The purpose of the gathering was to clarify their understanding of place-related concepts, approaches to the study of people-place relations, and the application of that understanding in recreation management for the purpose of integrating perspectives from different disciplines, discussing approaches to understanding and measuring sense of place, and other questions around the study and application of place-related concepts. Topics that generated the most discussion included how social processes influence place meanings, how place meanings are shared and negoitated within social groups, and when and how place meanings and attachments focus, reduce, or avert conflict in natural resource planning and management. This collection of papers is a result of that meeting.




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Ecological foundations for fire management in North American forest and shrubland ecosystems

This synthesis provides an ecological foundation for management of the diverse ecosystems and fire regimes of North America, based on scientific principles of fire interactions with vegetation, fuels, and biophysical processes. Although a large amount of scientific data on fire exists, most of those data have been collected at small spatial and temporal scales. Thus, it is challenging to develop consistent science-based plans for large spatial and temporal scales where most fire management and planning occur. Understanding the regional geographic context of fire regimes is critical for developing appropriate and sustainable management strategies and policy. The degree to which human intervention has modified fire frequency, intensity, and severity varies greatly among different ecosystems, and must be considered when planning to alter fuel loads or implement restorative treatments. Detailed discussion of six ecosystems--ponderosa pine forest (western North America), chaparral (California), boreal forest (Alaska and Canada), Great Basin sagebrush (intermountain West), pine and pine-hardwood forests (Southern Appalachian Mountains), and longleaf pine (Southeastern United States)--illustrates the complexity of fire regimes and that fire management requires a clear regional focus that recognizes where conflicts might exist between fire hazard reduction and resource needs. In some systems, such as ponderosa pine, treatments are usually compatible with both fuel reduction and resource needs, whereas in others, such as chaparral, the potential exists for conflicts that need to be closely evaluated. Managing fire regimes in a changing climate and social environment requires a strong scientific basis for developing fire management and policy.




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Aspen biology, community classification, and management in the Blue Mountains

Quaking aspen (Populus tremuloides Michx.) is a valuable species that is declining in the Blue Mountains of northeastern Oregon. This publication is a compilation of over 20 years of aspen management experience by USDA Forest Service workers in the Blue Mountains.




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Guide to effective research-management collaboration at long-term environmental research sites.

The Forest Service system of experimental forests and ranges (EFRs) and other sites of long-term silvicultural, watershed, and ecological research have contributed to science and natural resource management for more than a century. An important aspect of the success of EFR programs is strong collaboration between the research and land manager communities. This guide offers suggestions for effective research management partnerships based at EFRs and other long-term research sites. Keys to success include mutual understanding and respect, shared commitment to learning, and joint projects and communications programs.




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Riparian adaptive management symposium: a conversation between scientists and management.

Scientists, land managers and policy makers discussed whether riparian (stream side) forest management and policy for state, federal and private lands in western Washington are consistent with current science. Answers were mixed: some aspects of riparian policy and management have a strong basis in current science, while other aspects may not.




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Evaluating tradeoffs among ecosystem services in the management of public lands

The U.S. Forest Service has adopted the concept and language of ecosystem services to describe the beneficial outcomes of national forest management. We review the economic theory of ecosystem services as it applies to public lands management, and consider what it implies about the types of biophysical and other data that are needed for characterizing management outcomes as changes in ecosystem services. Our intent is to provide a guide to policymakers, managers, researchers, and others for evaluating and describing the tradeoffs involved in the management of public lands. Characterizing ecosystem services fundamentally is about explaining the benefits of national forests to the American public, with an emphasis on addressing their interests and concerns about how public lands are managed. Our hope is that this report will foster dialog about what people value about national forests and how public land management agencies might best go about securing those benefits.




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Bringing climate change into natural resource management: proceedings.

These are the proceedings of the 2005 workshop titled implications of bringing climate into natural resource management in the Western United States. This workshop was an attempt to further the dialogue among scientists, land managers, landowners, interested stakeholders and the public about how individuals are addressing climate change in natural resource management.




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New report provides conservation and management strategies for climate-sensitive yellow-cedar in Alaska

The U.S. Forest Service's Pacific Northwest Research Station today released a new report that outlines a climate adaptation strategy for yellow-cedar in Alaska.




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Rollins welcomed as Threat Characterization and Management Program Manager

The U.S. Forest Service’s Pacific Northwest (PNW) Research Station is pleased to announce the arrival of Matt Rollins as the Threat Characterization and Management (TCM) Program Manager.




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Assessing managment of raptor predation management for snowy plover recovery.

On February 4, 2014, a seven-member expert panel provided objective technical information on the potential effectiveness and feasibility of activities to manage raptors (northern harriers and great horned owls) to aid the recovery of western snowy plovers.




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Fire in upper Midwestern oak forest ecosystems: an oak forest restoration and management handbook.

We reviewed the literature to synthesize what is known about the use of fire to maintain and restore oak forests, woodlands, and savannas of the upper Midwestern United States, with emphasis on Minnesota, Wisconsin, and Michigan.




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Silviculture and monitoring guidelines for integrating restoration of dry mixed-conifer forest and spotted owl habitat management in the eastern Cascade Range.

This report addresses the need for developing consistent regional guidelines for stand-level management that integrates goals and objectives for dry forest restoration and habitat management for the northern spotted owl.




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A climate adaptation strategy for conservation and management of yellowcedar in Alaska

A conservation and management strategy for yellow-cedar in Alaska is presented in the context of climate change.




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

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




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

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




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

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




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

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




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

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




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

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




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Irish FA ready to start search for new Northern Ireland manager

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




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MIT Sloan Management Review

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




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

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




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New oxygenation and ventilation management training for health care providers

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




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Alternatives to NOAH AMS (Association Management System)

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

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




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

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





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Iowa shifts focus from coronavirus mitigation to management

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




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Iowa shifts focus from coronavirus mitigation to management

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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




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Setting New Project Managers Up for Success

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

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

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

Onboarding

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

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

Shadowing

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

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

Pairing

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

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

Leading

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

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

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

Management Touchpoints

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

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

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




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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.




manage

Teamstack: Easy Automation of Identity Management (Sponsored)

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

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




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Setting New Project Managers Up for Success

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

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

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

Onboarding

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

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

Shadowing

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

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

Pairing

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

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

Leading

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

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

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

Management Touchpoints

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

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

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




manage

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.




manage

EMSx: A Numerical Benchmark for Energy Management Systems. (arXiv:2001.00450v2 [math.OC] UPDATED)

Inserting renewable energy in the electric grid in a decentralized manneris a key challenge of the energy transition. However, at local scale, both production and demand display erratic behavior, which makes it delicate to match them. It is the goal of Energy Management Systems (EMS) to achieve such balance at least cost. We present EMSx, a numerical benchmark for testing control algorithms for the management of electric microgrids equipped with a photovoltaic unit and an energy storage system. EMSx is made of three key components: the EMSx dataset, provided by Schneider Electric, contains a diverse pool of realistic microgrids with a rich collection of historical observations and forecasts; the EMSx mathematical framework is an explicit description of the assessment of electric microgrid control techniques and algorithms; the EMSx software EMSx.jl is a package, implemented in the Julia language, which enables to easily implement a microgrid controller and to test it. All components of the benchmark are publicly available, so that other researchers willing to test controllers on EMSx may reproduce experiments easily. Eventually, we showcase the results of standard microgrid control methods, including Model Predictive Control, Open Loop Feedback Control and Stochastic Dynamic Programming.




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Real time safety management system and method

A system and method assesses and manages risk of an operation of a user. A rules engine of computer executable instructions stored in the storage device determines at least one of a safety risk measurement based on key performance indicators, an operational safety risk measurement for the operation as a function of the operational safety risk measurement information stored in a storage device and/or a conditional safety risk measurement for the operation as a function of the conditional safety risk measurement information stored in the storage device. A processor connected to the storage device executes the rules engine. An output interface connected to the processor indicates the determined safety risk for the operation.




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Systems and methods for analysis of network equipment command line interface (CLI) and runtime management of user interface (UI) generation for same

Systems and methods are disclosed that may be implemented for network management system (NMS) configuration management support for network devices using a learning and natural language processing application to capture the usage and behavior of the Command Line Interface (CLI) of a network device with the aid of a CLI knowledge model, which in one example may be ontology-based.




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PCI express channel implementation in intelligent platform management interface stack

Certain embodiments of the present disclosure are directed to a baseboard management controller (BMC) that includes a PCI express (PCIe) interface controller configured to provide access to a PCIe channel over a PCIe link, and firmware. The firmware includes a PCIe module being configured to access the PCIe channel through the PCIe interface controller and registered as a PCIe function. A software stack of the BMC communicates, through the PCIe module, with a PCIe device over the PCIe channel.




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System and method for a workload management and scheduling module to manage access to a compute environment according to local and non-local user identity information

A system, method and computer-readable media for managing a compute environment are disclosed. The method includes importing identity information from an identity manager into a module performs workload management and scheduling for a compute environment and, unless a conflict exists, modifying the behavior of the workload management and scheduling module to incorporate the imported identity information such that access to and use of the compute environment occurs according to the imported identity information. The compute environment may be a cluster or a grid wherein multiple compute environments communicate with multiple identity managers.