manager

Prescribed Fire Update: Favorable Conditions Allow Fire Managers to Continue Operations on North Rim of Grand Canyon National Park

By www.nps.gov
Published On :: Wed, 25 Oct 2017 07:51:00 EST

National Park Service (NPS) and US Forest Service (USFS) fire managers, working together as the North Zone Interagency Fire Management Program, anticipate initiating more prescribed fire (Rx) treatments this week as weather and fuel moisture conditions allow on the North Rim of Grand Canyon National Park. https://www.nps.gov/grca/learn/news/north-zone-rx-fires.htm


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Fire Managers May Initiate Additional North Rim Prescribed Fire

By www.nps.gov
Published On :: Tue, 05 Dec 2017 12:19:00 EST

Fire managers will take advantage of continued warm, dry weather conditions over the next several weeks and may initiate additional prescribed fires on the North Rim of Grand Canyon National Park. https://www.nps.gov/grca/learn/news/bright-angel-rx.htm


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Fire Managers Remind Visitors and Residents of Very High Fire Danger at Grand Canyon National Park

By www.nps.gov
Published On :: Thu, 31 May 2018 12:33:00 EST

NPS fire managers remind visitors and residents that fire danger in the park is very high. https://www.nps.gov/grca/learn/news/reminder-of-very-high-fire-danger.htm


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Fire Managers Plan Prescribed Fire Adjacent to Grand Canyon South Entrance Road

By www.nps.gov
Published On :: Tue, 07 May 2019 05:35:00 EST

Grand Canyon National Park fire managers anticipate initiating prescribed pile burning this week as weather and fuel moisture conditions allow. https://www.nps.gov/grca/learn/news/grca-south-rim-piles-project.htm


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Fire Managers at Grand Canyon Plan Prescribed Fire Adjacent to Grand Canyon Village

By www.nps.gov
Published On :: Mon, 17 Jun 2019 13:54:00 EST

Grand Canyon National Park fire managers-working with resources from Lake Mead National Recreation Area, Rocky Mountain National Park, Zion National Park, Lake Meredith National Recreation Area, Bryce Canyon National Park, Saguaro National Park and Kaibab National Forest anticipate initiating a prescribed fire treatment as early as tomorrow, as weather and fuel moisture conditions allow. https://www.nps.gov/grca/learn/news/fire-managers-at-grand-canyon-plan-prescribed-fire-adjacent-to-grand-canyon-village.htm


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Fire Managers at Grand Canyon Initiate Prescribed Fire Adjacent to Grand Canyon Village

By www.nps.gov
Published On :: Tue, 18 Jun 2019 14:38:00 EST

Grand Canyon National Park fire managers will initiate a prescribed fire treatment today, as weather and fuel moisture conditions allow. The Long Jim Prescribed Fire is adjacent to the developed area on the South Rim, east of South Entrance Road and south of Highway 64 (Desert View Drive) East. https://www.nps.gov/grca/learn/news/fire-managers-at-grand-canyon-initiate-prescribed-fire-adjacent-to-grand-canyon-village.htm


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Fire Managers at Grand Canyon Continue Prescribed Fire Adjacent to Grand Canyon Village

By www.nps.gov
Published On :: Wed, 19 Jun 2019 15:45:00 EST

Grand Canyon National Park fire managers continue to treat the Long Jim Prescribed Fire unit, as weather and fuel moisture conditions allow. On Tuesday, June 18, 2019, crews successfully treated 180 acres. https://www.nps.gov/grca/learn/news/fire-managers-at-grand-canyon-continue-prescribed-fire-adjacent-to-grand-canyon-village.htm


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Ikes Fire Behavior Aligns With Land Managers’ Objectives

By www.nps.gov
Published On :: Tue, 20 Aug 2019 06:11:00 EST

Yesterday, firefighters moved west along the W4 road and improved the boundary line with hand ignitions. Crews also created debris piles to clean up vegetation along the forest floor and hazard trees. Fire managers completed a reconnaissance flight to assess fire behavior within the interior of the fire perimeter. Fire effects are consistent with land managers’ objectives and are expected to remain as such based on current conditions. https://www.nps.gov/grca/learn/news/ikes-fire-behavior-aligns-with-land-managers-objectives.htm


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Trillions of Dollars Now Being Leveraged to Protect the Earth, Thanks to World’s Largest Asset Manager

By www.goodnewsnetwork.org
Published On :: Mon, 06 Apr 2020 16:59:35 +0000

Blackrock, the world’s largest asset management company has pledged to invest its trillions of dollars in capital to maintaining the health of the planet.

The post Trillions of Dollars Now Being Leveraged to Protect the Earth, Thanks to World’s Largest Asset Manager appeared first on Good News Network.


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Broadening Participation In Biological Monitoring: Handbook For Scientists and Managers

By www.fs.fed.us
Published On :: Fri, 08 Sep 2006 12:00:00 PST

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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Rollins welcomed as Threat Characterization and Management Program Manager

By www.fs.fed.us
Published On :: 2017-03-02

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

By www.allaccess.com
Published On :: Wed, 06 May 2020 06:31:42 -0700

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

By www.belfastlive.co.uk
Published On :: Sat, 9 May 2020 15:28:11 +0000

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


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Setting New Project Managers Up for Success

By feedproxy.google.com
Published On :: Wed, 11 Mar 2020 08:00:00 -0400

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

By feedproxy.google.com
Published On :: Wed, 11 Mar 2020 08:00:00 -0400

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.


Full Article

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Setting New Project Managers Up for Success

By feedproxy.google.com
Published On :: Wed, 11 Mar 2020 08:00:00 -0400

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.


Full Article

manager

Setting New Project Managers Up for Success

By feedproxy.google.com
Published On :: Wed, 11 Mar 2020 08:00:00 -0400

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.


Full Article

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Mirrored file manager

By www.freepatentsonline.com
Published On :: Tue, 26 May 2015 08:00:00 EDT

A file managing software program for managing a list of elements in a specific sequence in a first file of a computer program, including the steps of copying the first file to form a second file having an identical list of elements as the first file. The user is then permitted to rearrange the sequence of the elements of the second file independently of the sequence of the first file. A display of both the first and the second file list elements is provided to the user. Further embodiments allow the user to categorize, prioritize, and order according to users specified rules of how the second file element list is organized and displayed to provide a more convenient and flexible presentation of the file contents.


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Experiment manager for manycore systems

By www.freepatentsonline.com
Published On :: Tue, 26 May 2015 08:00:00 EDT

An execution environment may have a monitoring, analysis, and feedback loop that may configure and tune the execution environment for currently executing workloads. A monitoring or instrumentation system may collect operational and performance data from hardware and software components within the system. A modeling system may create an operational model of the execution environment, then may determine different sets of parameters for the execution environment. A feedback loop may change various operational characteristics of the execution environment. The monitoring, analysis, and feedback loop may optimize the performance of a computer system for various metrics, including throughput, performance, energy conservation, or other metrics based on the applications that are currently executing. The performance model of the execution environment may be persisted and applied to new applications to optimize the performance of applications that have not been executed on the system.


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Eastleigh manager Ben Strevens 'frustrated' by stalemate

By www.dailyecho.co.uk
Published On :: Sun, 13 Oct 2019 20:46:26 +0100

EASTLEIGH manager Ben Strevens admitted wishing his side’s match against second-from-bottom Chorley was postponed after all.


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Eastleigh manager Ben Strevens after his side's 3-1 defeat at Dover

By www.dailyecho.co.uk
Published On :: Tue, 29 Oct 2019 22:35:06 +0000

Ben Strevens is hoping that Eastleigh will sign him some reinforcements as his injury crisis worsens.


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Bournemouth manager Eddie Howe gets board backing amid poor run of form

By www.dailyecho.co.uk
Published On :: Thu, 09 Feb 2017 12:14:13 +0000

BOURNEMOUTH manager Eddie Howe has been given the full backing of chairman Jeff Mostyn.


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Sutton United manager Paul Doswell ahead of their clash with Arsenal in the FA Cup

By www.dailyecho.co.uk
Published On :: Thu, 16 Feb 2017 15:19:34 +0000

Sutton United's former Eastleigh manager Paul Doswell has no sympathy for Arsene Wenger following Arsenal's spectacular collapse against Bayern Munich in the Champions League.


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Romsey Town FC launch search for a new manager

By www.dailyecho.co.uk
Published On :: Thu, 11 Apr 2019 11:08:39 +0100

ANDY Samuels is standing down as manager of Sydenhams Wessex One side Romsey Town at the end of the season.


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Puma India elevates India MD Abhishek Ganguly to General Manager- SE Asia and India

By retail.economictimes.indiatimes.com
Published On :: 2020-03-04T08:25:26+05:30

In a letter to the brand’s business partners, Bjorn Gulden, global CEO of Puma SE, announced Ganguly’s elevation in the company adding that that he will continue to work out of Puma’s India head office in Bengaluru.


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Being crowned Junior champions no cause for celebration for Talbot manager Sloan

By www.glasgowtimes.co.uk
Published On :: Thu, 23 Apr 2020 05:00:00 +0100

IN normal circumstances, Auchinleck Talbot manager Tommy Sloan would be popping Champagne bottles and celebrating his second league title victory in a row.


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Rangers' Steven Davis tipped for future Ibrox manager's job by ex-boss Lawrie Sanchez

By www.glasgowtimes.co.uk
Published On :: Wed, 06 May 2020 10:04:55 +0100

Lawrie Sanchez watched a young Steven Davis tear it up on a Northern Ireland training pitch and knew he had a serious leader on his hands.


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IBM Installation Manager V1.8.5 for Windows x86_64

By www.ibm.com
Published On :: Fri, 24 Jun 2016 00:00:00 -0600

IBM Installation Manager V1.8.5 for Windows x86_64


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IBM Security Key Lifecycle Manager

By www.redbooks.ibm.com
Published On :: Thu, 23 Apr 2020 13:30:00 GMT

Redbooks, published: Thu, 23 Apr 2020

This IBM® Redbooks® publication describes the installation, integration, and configuration of IBM Security Key Lifecycle Manager (SKLM).


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Top 10 editor's picks for IBM Operational Decision Manager

By www.ibm.com
Published On :: 17 Oct 2017 04:00:00 +0000

See top 10 editor's picks of IBM Operational Decision Manager content published on developerWorks, updated to include some of the best tutorials published in the past year.


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Top 10 editor's picks for IBM Business Process Manager

By www.ibm.com
Published On :: 17 Oct 2017 04:00:00 +0000

See top 10 editor's picks of IBM Business Process Manager content published on developerWorks, updated to include some of the best tutorials published in the past year.


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Retail Manager Lauren Perkins will reopen her store next week with reduced hours

By www.abc.net.au
Published On :: Fri, 08 May 2020 13:44:51 +1000


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Liverpool's manager Jurgen Klopp shouted at fans reaching their hands down to high-five the team

By www.abc.net.au
Published On :: Thu, 12 Mar 2020 12:03:26 +1100

When questioned about the incident at a press conference, Klopp said his opinion on coronavirus does not matter as he was merely a football manager.


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manager

Station Manager Janet

By www.abc.net.au
Published On :: Thu, 01 Aug 2019 09:34:00 +1000


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Traumatised police officer takes criminal action after case manager EML dragged out workers' compensation claim

By www.abc.net.au
Published On :: Tue, 25 Jun 2019 09:53:00 +1000

A former police officer who suffered "horrific and graphic traumas" after being trapped in a crashed squad car has launched criminal action after being forced to wait more than a year for a workers' compensation payout.


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Nambucca Shire Assistant General Manager Engineering Services Paul Gallagher oversees the laying of an Otta-Seal road-base, made from recycled materia

By www.abc.net.au
Published On :: Thu, 20 Jun 2019 06:24:00 +1000


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Woman gets compo payout after being told to remove 'disgusting' facial hair by manager

By www.abc.net.au
Published On :: Thu, 31 Oct 2019 17:16:00 +1100

A woman resigned from her job after her employer "expressed disgust and made comments" about her facial hair and another was suspended for shaving her hair to support her cancer patient mother, an anti-discrimination report says.


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