Value Added Approach to Calculating Gross Domestic Product

Cultural Sways Through History And A Large Scale - 2074 Words

In the humanities researchers are constantly trying to discover the ways that certain artifacts are meaningfully connected. Through network analysis researches can create a historiography of what has been studied in order to display a visual picture. The picture is created by tracing the various data points and reconstructs how they are connected through nodes and edges. The more time that you have gained the more you are able to display. If your time slot is too small the engagements between the topics may not be a suitable time frame for the method, because the dialogue is not there. Tracing data points is effectively tracing the history of a concept or looking at a visual map of friends, consider Facebook for example. The degree of†¦show more content†¦Within this process nodes are created that are in dyads or a grouping of three dyads that makes a triad. The edges communicate to each other again whether the dialogue is shared or if it is one way. If the visual shows a cl ustering of triads you can read into the importance in my interest of anthropology this is important. You can infer information through triads on the relationships of many things including tribal patterns and how different people groups are linked. This is one way that the humanities can engage in digital tools and gain insight where it would otherwise be lacking (Weingard, 2013). The information provided through network analysis would be important or the humanities could see repeated or lost information not being meaningfully transmitted. Many people in the humanities would have to try to pick up the necessary tools and talents to be able to properly utilize tools like Gephi, StoryTools, or Palladio (O’Sullivan, 2016). This would cause more cross disciplinary partnerships which is a proper engagement as technology encapsulates almost all of the disciplines. Within the Anthropology and Digital Technology and Culture Programs at Washington State University- Vancouver this practice is unfolding well as more and more students are figuring out the importance of dabbling in all humanities or taking courses that discuss various disciplines because of how interconnected they are becoming

Effective Project Management Technology Infrastructure

Question: Describe about the Effective Project Management for Technology Infrastructure. Answer: Traditional Project Management The TPM has low complexity, few scope change requests, well-understood technology infrastructure, low risk, experienced and skilled project teams and plan-driven. The TPM models can be: Linear PMLC Model One step after the other, finish one activity before starting the next one. The absences of loops in this model are its major weakness therefore there is no way to go back (Wysoki, 2014). For this model the project approaches are: Waterfall Rapid Development waterfall Incremental PMLC Model With this model there is a loop that can introduce some solutions. Using the Incremental PMLC model the project will finish later than using the linear PMLC model. Comment I agree on the part that TPM has low complexity and pretty much well known goals and means of reaching them. The model has two possible models as a result of how sequencing of the various phases of the project implementation can be done. Where the phases must be done in linear order where the one phase has to be completed before stating the next one the model is said to be Linear PMLC model. An example of this is in building industry where in most cases foundation has to start, followed by walls/beams and finally roofing in that order and its difficult to make heavy structural changes to the floor once walls/beams or roofing has been made. Where previous phases can be altered without affecting the objective of the project the model is said to be Incremental. (Wysocki, 2014). Agile Project Management APM has the following characteristics:Acriticalproblem without a known solution, a previously untapped business opportunity, change-driven APM projects, APM are critical to the organization, meaningful client involvements is essential, APM projects use small co-located teams, (Wysocki, 2014). There are two kinds of APM PMLC models: Interactive PMLC Model This model is for projects where almost all the solution has been discovered. This model is used when you have an initial version of the solution. Adaptive PMLC Model This model is use for projects that very little of the solution is known. Extreme PMLC Model (xPMPMx) These projects have high risk and change. BothxPMandPMxuse the same PMLC Model but with a different purpose. Extreme Project Management (xPM) These are research and development projects, the projects are like a guess. You dont know the final solution so you dont know what the goal is. These kinds of projects have very high risks. EmertxeProject Management (MPx) In these kinds of projects the solutions are known but the goal is not. Because of the dynamic of the projects, enterprise environmental factors, business changes, internal and external environmental factors leads to a continuously review of the PMLC Models adapt them or even change them (Wysocki, 2014). Comment On Iterative, I dont agree with the student comment that almost all the solution has been discovered because the iterative concept basically depend on the continuous feedback from the client so that necessary changes can be made. (Wysocki, 2014) (Rose, 2010) On Adaptive model, I agree with the student that minimal information is known about the project and that the project has higher level of uncertainty compared with a project where iterative method is used. (Wysocki, 2014). While on extreme model, I agree with the student that the model is mostly used in research where the outcome is not known thats why the project is research based to find out the outcome of certain phenomena which has been observed. (Wysocki, 2014). References Rose, K. (2010). Effective project management: Traditional, agile, extreme, fifth edition. Project Management Journal, 41(2), 84-84. https://dx.doi.org/10.1002/pmj.20170 Wysocki, R. K. (2014). Effective project management: Traditional, agile, extreme (7th ed.). Indianapolis, IN: Wiley.