Transcript: Archive Dept Sales staff Asset Silo - Image / Video Store Extract metadata, store and index Edit Preview ShootLive Box Store & version assets Isilon Remove embedded metadata and store seperately Request Production Client Systems Re-edit Lanes Edit Production Cache frequently used image sizes onto fast disks Legacy site / Admin system API Send Preview Holding Lanes External API Customers / Search aggregators Images staff Metrics / Reporting Workflow and Management Processes Back-end Modules Production Dept Invoice Request System Financial Reporting / Metrics Asset processing system Loader Legacy White Label Sites Wireproc MySQL MySQL db Read metadata & index Images E-Commerce Sites Delivery Send Production PA Images High Level Architecture Deliver X2 FTP servers Back-end Modules MySQL db Architecture Details Passthru Lanes Isilon filesystem Filtered, ordered fulltext search Asset Details Agresso X4 webservers (x3 load balanced private x1 public) Accounts staff Asset Search Video Dept Media Direct Linux Perl / PHP / Python FTP / HTTP Upload Check for new files / instant pickup Content Producers Consistent number of assets per directory scaling file system FTP Torch Internal Systems X4 Mysql Database slaves (x3 private read cluster, x1 public sphinx source) Generate additional image sizes ShootLive Editor ShootLive XSite Replicated Slaves Photographers Metadata Editing Third Party Agencies Production Workflow Image Wire Image Archive
Transcript: core feature- mechanics Conclusion Using real common litters - know the effects these litters cause to the marine lives - be the agents of change in their communities TALES OF THE SEA - the Polluvior - Good games can engage learning in children - Good moral values can be learned - Consistency and repetitive action eventually leads to acquired habits - Using games is a good platform in disseminating environmental awareness Impact Goals High Level Concept - recognize the type of marine litter After playing the games, players: Points awarded for every correct choice Time out allowed once Points deducted for wrong choices - learned good habits
Transcript: Distinctions ONLY NEED TO SHOW MOTIVATING FACTOR! 1. The totality of the circumstances surrounding my employment at TXU companies is part of the evidence 2. You have not covered the majority of my work at TXU, my time as a contractor has not been covered 3. In the entirety of my time at TXU I was never written up or evaluated poorly -- quite the opposite 1. replaced by 2 people 2. given a $50k raise ($25/hr) 3. manager requested KForce give me a bonus 4. asked back 3 times 5. offered job multiple times (Natalie, Linda) 4. Model corporate citizen, even more so as an employee 1. Like Family poster 2. Various PR events - Mayor, 4 Seasons 3. United Way chair 4. WR Marathon Relay 5. Meals on Wheels 5. Aug 30 - Sunday phone call changed everything - sealed my doom 1. Jim Grant was my superior or customer the entire time (100% influence!) 6. Sept 1 - Abusive meeting - went to HR - truly scared 1. Led to a meeting where a PIP was waved "be careful or you'll find yourself under one of these" 7. Jan 2010 - Workload increased dramatically 1. Bury alive comments from Lisa - Overload to make me resign 2. Over 40 hours per month of additional work 3. Feb made to take a vacation day to take son to doctor, offered to make up time and told no, Wang continues to remove ability to perfrom caregiver duties 9. Mid-April - Second abusive meeting by Jim Grant 1. Had a choice - go to HR or leave dept - felt had no other choice 2. April 20 - Tell Wang applying for another position 3. April 22 - Wang retaliates by starting process for PIP 4. PIP shuts down opportunities to leave dept (retaliation, pretext) 10. Documented EVERYTHING - HR turned a blind eye 1. With Carrie Kirby - "Shit Happens" alone should have warranted an investigation 2. During the Appeal - understood discrimination, retaliation, harassment and made HR aware - blind eye again 3. Simply told "no comparator" by Brian Hinton and dismissed 4. Grant had influence entire time, also during PIP 5. Good reviews, no indication of performance issues putting me on the edge of a PIP HUGE AMOUNT OF CIRCUMSTANTIAL EVIDENCE CAN'T COVER IT ALL 1. What to do if they ask about May 10 email and specifics? Questions for Bill Important things to get in 1. FLOORED to get a PIP for performance reasons, Performance was never an issue!! There is no proof that performance was an issue, it was ALL MADE UP after I told Wang I was going to leave!! 2. Continually bring up - HE DIDN'T TREAT MEN LIKE THIS 1. The "totality of my employment" is evidence 2. "They will bury you alive, dig you back up and bury you again" comment from Lisa in Jan 2010 3. "They are trying to make you quit" comment from Lisa in Feb 2010 4. Hand in face 5. Directors meeting where Jim Grant says "Roxanne is not going to make it" Was told the first week of PIP, Directors meeting occurred just prior to PIP 6. Wang says I will not pass PIP before it is complete, schedules a meeting with HR before last meeting with me!! 7. Clarify Sunday call 8. Clarify abusive meeting 9. Marcia - you are distracting me, pleasae act normal 10. Another errata sheet? "I choose to retain all my rights applicable under law" 11. I AM PASSIONATE BECAUSE I AM SPEAKING FOR WORKING MOTHERS EVERYWHERE AND THE ISSUES THEY FACE EVERY DAY What evidence do you have?
Transcript: Good For games Pros Easy Beginner Package Thank You! By Who? Scratch Scratch was originally made for 5 year olds. However, it is used by... Teachers Parents Students Museums Community Centres Scratch was developed for school projects like maths and science. e.g. Experiments Animated Stories Recording Lectures It is also used to make simple games. Adam Shepherd Cons Why? Interface/Code Colourful High Level Language Not so good for programming Pros and Cons Very Basic
Transcript: HR executives feel a global responsibility for all human resources functions and internal communications. Responsible for the strategic planning of the human resource function-including recruitment, training, organizational development, compensation and employee relations A look into how Human Resource experts are becoming the heart and soul of the people side of business The increasing challenge of the people side of business is the reason Human Resource experts have become such an integral part of every company! What Does All This Mean? Global Out Reach: A MUST! HR EXECUTIVES PAY In retail, customer satisfaction and retention are directly tied to maximizing business growth opportunities HR Executive Business Strategy with their HR department, they are strategically planning how to gain our loyalty Airlines are becoming one of leading industries to reward their HR exectutives with high pay. In manufacturing, issues relating to labor relations and workforce per-capita cost are critical to operational success Financial Services and Transportation Financial Services Retail industry - This means HR experts are one of the fastest growing occupations with the highest potential pay HR Executives are maximizing business growth through customer satisfaction and retention Manufacturing Industry Because the role has expanded the required pay for the top experts has increased faster then anyone could have expected "Looking at the changes in business today, there's no question that human capital is the true differentiator for organizations" -Beth Sexton, senior vice president of human resources at IKON Office Solutions High-pay for High-Level HR COMPANIES ARE TRYING TO REACH US! Attracting and retaining workers with key specialized skill sets, along with labor relations and rightsizing challenges-are key to business strategy. The importance of Human Resources has led to many new companies sprouting up to help your business become successfull. - HR is playing an increasing role in Retail and Manufacturing because of the global outreach of each industry. SHOW ME THE MONEY! high-pay potential because of the strategies used to attract new clients and keep old customers. With people and goods being transferred from point A to point B, HR Executives from transportation companies have relied on HR executives to continue the growth of their relationships with customers and clients. The people side of the business is one of the biggest and fastest growing parts of a company Transportation by; Joe Vocino HRMagazine HR executives from financial services have grown exponentially with the amount of global business being done everyday HR Executives attention to Labor relations and per-capita costs are essential duties. HR: An extension of the Company "The role of HR director is defined as being responsible for the strategic planning of the human resource function-including recruitment, training, organizational development, compensation and employee relations" - Joe Vocino
Transcript: The system will be in all patient care areas of the hospital including to the patient portal, labs, radiology and physician office. The EHR will be used by all clinical disciplines and ancillary staff including physicians, nurses, physical therapists, nutritionists, housekeeping personel and administrative staff The scope of this EHR project will include the following applications: - -CPOE (Computerized Physician Order Entry) -Clinical documentation -Clinical messaging -Results reporting -Clinical decision support -Claim Scrubbers Bulk scan rest: Retrievable subcategories Consults Imaging/Diagnostic Tests Lab/Micro Progress Notes Physical Exams Alternative Solutions Create Office Champions (Physician, RN, etc.) Incorporate the EHR Vendor On-site Training and Support Create Office Superusers Migration: Project Scope Who? Project Manager - Group 5 Physicians RN’s and MA’s Ancillary Staff Stakeholders EHR Vendor Billing: What is the time frame for implementation? 6 - 8 months -Training Time -Migration Time -Dip in productivity When? Derek Ensign, Chris Saenz, Turab Syed, Charles Sisemseghan, Jessica White Questions? Project Charter Roll out: 6-8 month period Training: 3, 3, and 4 Pulling staff from other areas High Level Plan Risk Concerns Change Management (Resistance) Employee Buy-In Training Time Productivity Loss Who? Why? PRODUCT FEATURES The implementation will begin with a kick off meeting of all staff on Monday July, 20th 2015 at 9:00am. It is anticipated that the implementation will take 6-8months beginning July 20th 2015 and concluding with a go live on the EHR software on February 28th 2016 Project Scope Goal: Minimize all revenue management risk Current billing system to be interfaced on back end Negotiated to be tasked to vendor Massive preload started 3 months prior to go live (all pts seen last yr) Discretely scan: All billing info Clinical data 90% used: vitals, allergies, probs, meds Last 3 progress notes Who? Change Management Focus and Support Circulating Champions: Physician, RN & Admin 1st 2 months after go-live Assistance with: point-of-care coding documentation workflow management RN assigned to final sweep at time of next appt All charts to be shredded after final sweep Goal: Once in, all in-No paper after electronic! Catch up "Admin Day" for all staff every Friday First 6 months Vendor rep on site for assistance To ensure Meaningful Stage 1 and 2 Increase efficiency Reduce errors Financial Penalties Keep up with everyone else Implementing an EHR for a 10 Physician Clinic Who? Areas of Focus Achieve Complete Buy-In Staff Experienced in EHR Implementation Ensure Proper Training and Support Reduced Productivity Mitigation
Transcript: From attract best talent to first 3 months Effective Selection & Assessment State wide end to end integrated solution User-centric High quality technology and tools Enables us to attract, select and on-board the best talent Compliance and legislative standards maintained Process simplification & tech enabled tasks Recruitment and On-boarding Attract best people Standardised process
Transcript: Mobility Platform Architecture Why Mobility? High-level Executive Presentation IBM Kony SAP Adobe Oracle Mobility Solution Selection Criteria Quick Wins Phase Support Cross-platform (iOS, Android, Windows Phone and Blackberry) Support Multiarchitecture (Native,Responsive Mobile Web, Hybrid and Hybrid Mixed) Support Application Development Life Cycle Covering Standards (HTML5, CSS3, etc.) Track Record of Successful Deployments Factors Mobile Platforms SAPTCO MOBILITY Roadmap Quick Wins Phase Considerations Mobility Business Scenarios Mobile Applications Development Options Thank You! Mobility Platform Roadmap Timeline A Business Necessity Grow Revenues Improve Sales Effectiveness Differentiate from Competition Time to Market Improve Operational Efficiency Reduce Cost Mobility Platform Implementation Phases Leaders in Enterprise Mobility Market 1. Implement Mobile Ticketing App 2. Implement Limo Booking Mobile App Mobility Platform Six Months Implementation Plan Design Mobile Apps(Using Mobility Platform Design Tool) Develop Mobile Apps(Using Mobility Platform Development Tool) Integrate SAPTCO Back-end Systems (Using Mobility Platform Middleware) Train SAPTCO Developers Deploy Mobile Apps Manage Mobile Apps (Using Enterprise Mobility Management (EMM) ,Mobile Device Management (MDM),Mobile App Management,Mobile Content Management) Support Cross Platform (iOS, Android, Blackberry, and Windows ) Restrict usage of phone features Setup network permissions Detect malware and prevent data breaches Data loss prevention MDM can be implemented in a separate project phase. Mobility Platform Phase Prepared By Khaldoun Shanter Study and analyse the current deployed SAPTCO online solutions, Back-end applications and infrastructure. Provide SAPTCO with business requirements document (BRSD) Provide SAPTCO with Mobility Solution High Level Architecture document Provide SAPTCO with Mobile Ticketing App RFP, Limo Booking Mobile App RFP and Mobility Platform RFP Provide SAPTCO Mobile Application Mock-ups design Provide SAPTCO with a Roadmap Presentation Need for Strategy Gartner Magic Quadrant Support Cross-platform applications: Android iOS Windows Phone Blackberry Mobile Device Management (MDM) Provide the latest available features among the market leads competitors. Support cross Platform (Android, iOS, Windows Phone and Blackberry) Provide real-time and online integration with current SAPTCO online back-end interfaces. Provide the latest mobile app features and functionalities. Adhere to the third-party regulation (ex: App store). Ability to integrate with any future middleware/mobility platform. Provide the mobile app source code to SAPTCO technical team, to enable feature support by SAPTCO IT team. Mobility Platform Consultation Phase Responsive Mobile Web Hybrid Mobile Application Hybrid Mixed Mobile Application Native Mobile Application
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