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At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at www.vfs.com/DigitalDesign.
INTRO TO THECENTEROFTHENET.COM / LARGE 2400 + STUDENT PROJECT With approximately 650-2400 students, lacking funding and administration experience, I set up and administered a Nginx/Aegir based Octopus/Barracuda platform on an unmanaged VPS for development. Two full time college contracts granted access to students for research and development. Many Chinese teachers were reluctant to assign individual/group projects, lacking resources and technological ability. I created teams, leaders and online groups, known as “evogroups” at thecenterofthenet.com to address that. Different blending learning techniques where applied. Group questions populated a shared FAQ, leaders created support tickets for non-indexed questions, which would be later closed and then added to the FAQ.. Content was analyzed using Thomson Reuters semantic tagging and the Solaris Search module for future intelligent discovery, using what’s related type facets and metrics. All applicable metrics, liked, used, disliked, etc. would be recorded in “MyIQ”. Similar to Napster’s discovery model, where users accessed collections of similar listeners… Intelligent discovery connected users with similar Myiq’s.. Content wasn’t liked and forgotten in a single use cycle. 10 years ago, this was a rare strategy..
This was a complex system. I’m not a programmer; rather a task/form-follow-function orientated developer understanding principles and adapting code or script as needed. Creating a non-hardware version of OLPC targeting vocational, institutional, collaborative learning mixed user literacy environments and other dynamic scenarios was challenging. Targeting digital immigrants with various computer literacy levels in traditional Chinese classrooms, where universities today don’t allow laptops was difficult. Without prior teacher blogs, online lesson plans, etc. . Intensive student orientation was a prerequisite, allowing group and individual video research projects to then be assigned. Within the EMS, project and assignment management with collaboration tools & metrics allowed large classes to receive individualized attention. Additionally, I online final exams were also integrated, with dynamic questions, destroying cheating opportunity. Despite international 2018 EMS adoption, I'm unaware of previous and few modern Chinese schools with such integration.
Hosting abroad under censorship, utilizing domestic api’s was difficult. China blocked my server twice causing midterm server relocation. Drupal 6, under high user load, combined with the local network infrastructure was not scalable. A larger server and team was required to optimize database calls and more. Beyond my individual capability. With a working example, I created promotional Kickstarter campaign videos.
Using Audacity and PowerPoint, 100s of hours were invested in promotional videos. I had to pause development to care for my wife who developed health issues. This entire experience, researching and developing a large scale project would have been difficult in the US. These accomplishments are comparable with Khan Academy's initial work involving 70 Californian students. By the time my wife's health improved, there were significant php/drupal developments. Having no opportunity to update the project, I have instead migrated toward an offline independent Linux based S.E.L.M.S.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
An exhibition for companies in a specific industry to showcase and demonstrate their new products and services. Generally trade shows are not open to the ...
a new interpretation of the classical choc mint pralines with creamy minty gorgeous freshness for this cake. crunchy chocolate chunks and melt in your mouth chocolately feeling complete the show. from the book BACK DICH GLÜCKLICH by WALTRAUD TSCHURTSCHENTHALER according to my project management, photography, styling and translation from german into italian.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
Chelsea Harbour is a mixed-use development in Chelsea,London, situated on the north bank of the River Thames, in the Sands End area. It lies within the southeastern boundary of the London Borough of Hammersmith and Fulham and on the southwestern boundary of the Royal Borough of Kensington and Chelsea. It contains luxury apartments, a luxury hotel named Wyndham Grand, and offices and showrooms, surrounding a small marina. The development was designed by Architects Moxley, Jenner & Partners, – and developed by Mansford having been sold by P & O & Globe Investment Trust, through their subsidiary, Chelsea Harbour Ltd in 1999. The project management contractors were Bovis Homes Group and the development is now owned by Compco Holdings Ltd. The showrooms were originally named "Chelsea Garden Market", and are now known as the "Chelsea Harbour Design Centre". They consist of almost 66,000 sq.ft gross internal space with three large glazed domes over a galleria. The offices are in two buildings known as "Harbour Yard" and "The Design Centre East". They are marketed by Frost Meadowcroft and Edward Charles & Partners; occupiers including Guess.
History
"Chelsea Harbour" was built on the site of an ex-British Rail Coal Yard and Victorian-era railway coaling dock on the River Thames. The 20-acre site lies between the Thames and Counter's Creek and is bounded to the west by an "active" railway line on an embankment. Chelsea Harbour was the biggest single construction project in the United Kingdom for decades. The original design was for 16 buildings covering some 14 acres. Only 12 buildings were completed due to a downturn in the UK economy during the construction period.
Construction
When planning permission was granted on 15 April 1986, the whole site, including the lock, was derelict. Both the Coal Dock and the lock had been infilled with contaminated materials, which had to be excavated and disposed of. The design required the contractor to reduce the size of the Dock by 1/3rd from the north end, to form the 75-berth Marina; and to re-construct the lock chamber, lock-gates, and cill. Work on-site began in early May 1986, and within twelve months the contractor had excavated the dock, constructed a new north wall, re-puddled the dock floor and renovated the Lock. The site was equipped with 14 tower cranes, and had approximately 1500 personnel onsite during most of the build phase. In April 1987 a "commissioning Champagne Party" was held on two pontoons in the newly flooded "marina" for all the staff directly involved.
Achievements
Between April 1986 and April 1987, the construction team clocked-up some impressive figures:
2,000 piles had been sunk over 30 metres down to the London clay without problems, despite some being within two metres of both a London Underground main electrical supply cable and of a huge Victorian-built storm sewer.
250,000 cu. Metres of earth had been excavated and removed from the site;
55 acres of floor space were built, using 70,000 cubic metres of concrete and 8,000 tons of steel; one continuous concrete pour on Chelsea Garden Market's foundations totalled over 400 cu. Metres, with mixer trucks queueing-up for several hundred yards along Townmead Road. To ensure an uninterrupted cement supply for the concrete, 5,000 tons of cement were stockpiled in a hulk moored in the London Docks; and a concrete supply company was bought outright, to devote priority of supply to project:
the reinforced structural concrete frame of "Chelsea Crescent" (which contained 64 apartments as originally designed) was built in just eight weeks;
three new bridges had been completed onsite, including the largest "thrust bore tunnel" in Europe (over Townmead Road), which was hydraulically jacked into position under an operating rail line in a single weekend;
two buildings had been completed to "shell & core" status, and the interior spaces were already being occupied by the contractors of incoming tenants;
a further eight buildings were under construction including "Chambers" and "Chelsea Garden Market";
The 18-storey "Belvedere" tower was "topped-out" within six months of the start of work. The constructors managed to pour a new floor every four days, with pre-fabricated sub-sections of Rebar built on the ground using "go; no-go"Jigs, using a quick-curing high-strength concrete. Flat soffits with no "downstand beams", and pre-fabricated, steel, wheeled jack-up Forms were placed-, removed-, and re-positioned by the building's tower crane (with the aid of temporary-support platforms cantilevered off the side of the structure), erected in what would become one of the Belvedere's lift shafts.
Contracts
All the buildings – save for the Hotel – were built as "shell & core" contracts, with tenants leasing their spaces from Chelsea Harbour Ltd. through their letting agents, Town & City Properties (Development), and Savills. Once each building was wind and weather-tight, and connected to the external services, tenants commissioned their own contractors for the internal finishings. Bovis project-managed the construction of the Hotel from piling-level to roadway-level, and the remainder of the structure above-ground was completed by a client who had concluded a long lease with Chelsea Harbour Ltd. The Civil and Structural Engineers for the project were Clarke Nicholls and Marcel of Hammersmith London W6
Marina
The marina itself is not used commercially but contains luxury yachts and speedboats, and can be accessed from the Thames at high tide. The Lock availability was indicated by a huge hollow sphere rising-&-dropping on a mast topping The "Belvedere", visible for a long way both upstream and down, and connected to a tide gauge by the Lock Gate giving into the Thames. Judging from the present Google Earth view in November 2012, the Development's Owners have apparently decided to reduce the number of available berths from the 1986-planned 75-, to around 50 places
Residents
Chelsea Harbour is close to Kings Road, Chelsea and it is reputed to be the residence of a number of UK and international celebrities. The nearby Harbour Club is a fitness and tennis club which owes much fame to its patronage by Diana, Princess of Wales.
Lots Road power station
An adjoining, large-scale development is being planned on the site of Lots Road power station.
Imperial Wharf
The nearby Imperial Wharf railway station
The immediate vicinity has been enhanced by Imperial Wharf, a riverside development by St George PLC. The development contains a new London Overground station, Imperial Wharf, which opened on 27 September 2009, providing direct rail links with Clapham Junction and Willesden Junction, as well as Southern services to Milton Keynes Central and East Croydon.
River bus services
River bus services are provided at peak hours by London River Services from Chelsea Harbour Pier, and offer transport to Putney and Blackfriars Millennium Pier.[2]
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at vfs.com/digitaldesign.
Charity Bike Ride – Aid of Breakthrough Breast Cancer 2011
Marcus Bull, franchisee for Interlink, is leading a team of 20 men to cycle the 300 miles from London to Paris in four days in aid of Breakthrough Breast Cancer. Marcus is not a stranger to cycling challenges, having ridden in both Cuba and Argentina for charity, but this time he is taking a group of debutant riders who range from 16 to 60.
“It was an idea that started in the public bar but has gained support and I now have 19 enthusiastic cyclists and one very important support driver. We leave at 6.30am on July 2nd, arriving in Paris on the 5th. I hope you will support me and all my team.”
The riders are:
Ben Bull, Ollie Bull, Richard Bull, Tom Bull, Ed Bull, James Bull, Chris Brookhouse, Steve Goldsworthy, Patrick Gibson, Adrian Smith, Alfie Smith, John Rutter, James Gordon, Brian Turner, Graham Murdoch, James Murdoch, John Shepherd, Howard Ashmore, Duncan Smart, (Support)
Total raised as of the 6th July 2011 = £15.800.00
www.justgiving.com/ie-Letchworth
Press - Space Projects Ltd – July 2011
A 2-day workshop on ‘Project Management with MS Project-2010’ was organized at the QESCO HQ for the DISCO’s project directors, managers and engineers enabling them to understand the best practices in the field of Project Management. The prime focus was on the application of MS Project 2010 for enabling the participants to use this tool, after which the participants can plan, manage and control their current and future projects in a more efficient manner.