This is the final version of the Geospatial Management Competency Model, developed by the GIS Management Institute. It was adopted in 2012 by the US Department of Labor, Employment Training Administration as Tier 9 of the Geospatial Technology Competency Model.
URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETAGreg Babinski
The document summarizes the development of the Geospatial Management Competency Model (GMCM) by the Urban and Regional Information Systems Association (URISA). It provides background on precursors like the USM/NASA competency model. URISA formed a task force to develop Tier 9 (management competencies) of the US Department of Labor's Geospatial Technology Competency Model. The task force drafted the GMCM with 4 domains, 17 competency clusters, and 74 competencies. The GMCM was then published after public review and comment.
URISA Geospatial Management Competency Model - Strawman DraftGreg Babinski
Strawman Draft GMCM developed during the 2011 Washington GIS COnference by Babinski, G., Beimburn, S., Burdick, D., Esnard, A., Griffin, T., Horning, G. and Von Essen, I
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
This document summarizes literature on critical success factors for implementing enterprise systems in higher education. It finds that while many studies have identified success factors for commercial sectors, the unique characteristics of higher education including decentralized structures, non-uniform cultures, and focus on teaching and research rather than business processes, suggest a more specialized set of factors may apply. The document reviews literature on challenges implementing enterprise systems in higher education due to misalignment with academic culture. It then presents a case study of a large Australian university to determine which proposed critical success factors are most relevant for successful enterprise system deployment in higher education.
This document discusses factors critical to project success and failure. It analyzes the New Growth Factory project at Procter & Gamble as a successful project and the US Coast Guard's 123-Foot Patrol Boat project as a failed project. Three key critical success factors are identified: external influence, the project manager, and scope, schedule, and budget. For the New Growth Factory, strong organizational support and an effective project manager helped ensure success, while insufficient funding and oversight led to the patrol boat project's failure. Lessons learned from both cases can help improve future project outcomes.
URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETAGreg Babinski
The document summarizes the development of the Geospatial Management Competency Model (GMCM) by the Urban and Regional Information Systems Association (URISA). It provides background on precursors like the USM/NASA competency model. URISA formed a task force to develop Tier 9 (management competencies) of the US Department of Labor's Geospatial Technology Competency Model. The task force drafted the GMCM with 4 domains, 17 competency clusters, and 74 competencies. The GMCM was then published after public review and comment.
URISA Geospatial Management Competency Model - Strawman DraftGreg Babinski
Strawman Draft GMCM developed during the 2011 Washington GIS COnference by Babinski, G., Beimburn, S., Burdick, D., Esnard, A., Griffin, T., Horning, G. and Von Essen, I
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
This document summarizes literature on critical success factors for implementing enterprise systems in higher education. It finds that while many studies have identified success factors for commercial sectors, the unique characteristics of higher education including decentralized structures, non-uniform cultures, and focus on teaching and research rather than business processes, suggest a more specialized set of factors may apply. The document reviews literature on challenges implementing enterprise systems in higher education due to misalignment with academic culture. It then presents a case study of a large Australian university to determine which proposed critical success factors are most relevant for successful enterprise system deployment in higher education.
This document discusses factors critical to project success and failure. It analyzes the New Growth Factory project at Procter & Gamble as a successful project and the US Coast Guard's 123-Foot Patrol Boat project as a failed project. Three key critical success factors are identified: external influence, the project manager, and scope, schedule, and budget. For the New Growth Factory, strong organizational support and an effective project manager helped ensure success, while insufficient funding and oversight led to the patrol boat project's failure. Lessons learned from both cases can help improve future project outcomes.
1) The document discusses critical success factors (CSFs) for successful enterprise resource planning (ERP) project implementation. It identifies top management support, end user involvement, user training, vendor selection, and vendor support as key CSFs from a case study of an ERP implementation at a large financial services company.
2) The case study involved implementing PeopleSoft ERP software on a big-bang basis across Asia Pacific and Japan regions. A phased approach was taken, starting with pilots in Singapore and Hong Kong.
3) The document proposes a six-factor model for ERP implementation success incorporating management, technology, operational, human resource, attitudinal, and communication factors.
A Comprehensive Project Report on HRIS Radhika Gohel
The document provides details about a project report submitted to Marwadi Education Foundation Group of Institutions on developing an HRICS (Human Resource Information & Communication System) for the organization. It includes an introduction to HRICS, information about the company, literature review, objectives and methodology of the study, data analysis, findings and limitations. The report aims to analyze the current HR practices and propose recommendations for developing an integrated HRICS to improve HR management and decision making.
Principles of group model building and spatial group model buildingILRI
Presented by Karl M. Rich (with contributions from Jared Berends, Greg Cooper, Chisoni Mumba, Magda Rich, Helene Lie, Kanar Dizyee and Sirak Bahta) at a training course on systems thinking, participatory modelling and value chains, April 2020.
The document is an introduction to a proposed municipal GIS capability maturity model questionnaire. It provides background on capability maturity models and discusses why such a model could be useful for assessing the maturity of municipal GIS operations. The proposed model assesses both enabling GIS capabilities (e.g. data, technology, staffing) and the ability of staff to utilize available capabilities. The questionnaire is intended to help organizations benchmark their GIS maturity over time by rating capabilities in areas like data, technology, and processes.
Mustafa Degerli - 2010 - Annotated Bibliography - IS 720 Research Methods in ...Dr. Mustafa Değerli
This document provides annotations for 10 research papers related to project management and information systems. The papers cover a range of topics including the evolving role of the Chief Information Officer over 25 years, different types of Project Management Offices, integrating project knowledge, assessing maturity levels in project management across industries, examining Project Management Offices as organizational innovations, and factors that contribute to effective project management. The annotations provide brief summaries of each paper's purpose and conclusions.
URISA’s Local Government GIS Capability Maturity ModelGreg Babinski
This document outlines URISA's proposed Local Government GIS Capability Maturity Model (GISCMM). The GISCMM is intended to provide a means for municipal GIS operations to assess their maturity level against best practices and peer organizations. The model defines two broad areas - Enabling Capability (e.g. technology, data, resources) and Execution Ability. Each area contains multiple components that are assessed on a scale. The document discusses the development of the GISCMM and provides an example of survey results that have helped refine the model. Next steps include further refinement, potentially linking the model to return on investment, and developing a Geospatial Management Competency Model.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
Smart growth principles combined with fuzzy ahp and dea approach to the trans...Alexander Decker
This document summarizes a study that integrates smart growth principles into urban transportation planning using a combination of fuzzy analytic hierarchy process (FAHP) and data envelopment analysis (DEA). It analyzes the Taipei metro transit system as a case study. The study first reviews literature on smart growth and transit-oriented development. It then outlines the research design, which involves classifying smart growth principles, applying FAHP to obtain expert opinions on criteria, and using DEA to evaluate MRT stations and select the most suitable for development. The methodology aims to provide an objective, consensus-based approach for transit planning decisions.
Smart growth principles combined with fuzzy ahp and dea approach to the trans...Alexander Decker
This document summarizes a study that integrates smart growth principles into urban transportation planning using a combination of fuzzy analytic hierarchy process (FAHP) and data envelopment analysis (DEA). It analyzes the Taipei metro transit system as a case study. The study first reviews literature on smart growth and transit-oriented development. It then outlines the research design, which involves classifying smart growth principles, applying FAHP to obtain expert opinions on criteria, and using DEA to evaluate metro stations and select the most suitable for development. The methodology aims to provide an objective, consensus-based approach for transit planning decisions.
Business Application of Operation ResearchAshim Roy
This document discusses a project on the business applications of operations research. It begins with an acknowledgment section thanking teachers and parents for their support. The main body provides an abstract, introduction and overview of operations research. It discusses the early history and development of OR, and provides examples of its applications in business such as optimizing supply chain management and power grid operations. The document outlines the various techniques, methods, and areas where OR is applied to improve decision making and efficiency.
The document summarizes findings from a review of grievance redress mechanisms (GRMs) in World Bank projects on paper and in practice. Some key findings include:
1) The percentage of World Bank projects including a GRM in design documents increased from 50% in 2011 to 66% in 2012.
2) Surveys found that only 60% of projects that planned a GRM had actually implemented one, meaning the overall implementation rate was 31%.
3) Of the projects that did report having a working GRM, 28% had received zero complaints, and 19% could provide no data on complaints received.
Application of vsm (lean tool) in indian tyre indusrty ( published at procee...rksai22
This document summarizes a case study on applying the lean tool of value stream mapping (VSM) in an Indian tyre manufacturing unit. The study developed a current state map by observing material and information flows and cycle times. Opportunities for improvement were identified, such as increasing tyre building production and reducing tyre curing cycle time. A future state map was then developed. The case study found that VSM is a useful lean tool for redesigning production systems to improve productivity and meet increasing customer demand. However, the study was limited to a single motorcycle tyre plant.
A roadmap for a leanness company to emerge as a true lean organizationLeandro Silvério
The problem this work aims to solve is the improvement of the leanness level of a company jeopardized by the lack of lean engagement. The objectives of the research are to present a method based on a lean self-assessment approach, consisted of a qualitative self-assessment method based on lean elements that drives an index definition associated with a roadmap. The method consists in providing a roadmap for the assessed enterprise composed by the company’s lean index, recommendations and countermeasures deriving from Delphi and Kendall Coefficient of Concordance (W) application among lean experts, leading the assessed enterprise to achieve results in terms of lean engagement, autonomy, and decision support criteria for future resource allocation. The results demonstrated that method can highlight gaps where additional improvements and investments would be necessary in the assessed enterprise. Finally, the work concludes that the lean performance identification associated to a lean roadmap in a company can be a highly effective tool to improve lean adoption in a leanness organization.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Plataforma web y metodología para el desarrollo de sistemas sensibles al cont...damarcant
This document describes a web platform and methodology for developing context-aware systems through collaboration between programmers and domain experts. It proposes a Situation-Driven Development methodology with 5 stages to guide the collaborative process. It also presents the Context Cloud platform, which was designed based on literature requirements to support automatic context management, reasoning, location detection, end-user development and visualization. An evaluation showed the methodology and platform facilitated involvement of domain experts and allowed situations to be configured without programmer intervention. The contributions enable context-aware system development by both technical and non-technical users.
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
ESR spectroscopy in liquid food and beverages.pptxPRIYANKA PATEL
With increasing population, people need to rely on packaged food stuffs. Packaging of food materials requires the preservation of food. There are various methods for the treatment of food to preserve them and irradiation treatment of food is one of them. It is the most common and the most harmless method for the food preservation as it does not alter the necessary micronutrients of food materials. Although irradiated food doesn’t cause any harm to the human health but still the quality assessment of food is required to provide consumers with necessary information about the food. ESR spectroscopy is the most sophisticated way to investigate the quality of the food and the free radicals induced during the processing of the food. ESR spin trapping technique is useful for the detection of highly unstable radicals in the food. The antioxidant capability of liquid food and beverages in mainly performed by spin trapping technique.
1) The document discusses critical success factors (CSFs) for successful enterprise resource planning (ERP) project implementation. It identifies top management support, end user involvement, user training, vendor selection, and vendor support as key CSFs from a case study of an ERP implementation at a large financial services company.
2) The case study involved implementing PeopleSoft ERP software on a big-bang basis across Asia Pacific and Japan regions. A phased approach was taken, starting with pilots in Singapore and Hong Kong.
3) The document proposes a six-factor model for ERP implementation success incorporating management, technology, operational, human resource, attitudinal, and communication factors.
A Comprehensive Project Report on HRIS Radhika Gohel
The document provides details about a project report submitted to Marwadi Education Foundation Group of Institutions on developing an HRICS (Human Resource Information & Communication System) for the organization. It includes an introduction to HRICS, information about the company, literature review, objectives and methodology of the study, data analysis, findings and limitations. The report aims to analyze the current HR practices and propose recommendations for developing an integrated HRICS to improve HR management and decision making.
Principles of group model building and spatial group model buildingILRI
Presented by Karl M. Rich (with contributions from Jared Berends, Greg Cooper, Chisoni Mumba, Magda Rich, Helene Lie, Kanar Dizyee and Sirak Bahta) at a training course on systems thinking, participatory modelling and value chains, April 2020.
The document is an introduction to a proposed municipal GIS capability maturity model questionnaire. It provides background on capability maturity models and discusses why such a model could be useful for assessing the maturity of municipal GIS operations. The proposed model assesses both enabling GIS capabilities (e.g. data, technology, staffing) and the ability of staff to utilize available capabilities. The questionnaire is intended to help organizations benchmark their GIS maturity over time by rating capabilities in areas like data, technology, and processes.
Mustafa Degerli - 2010 - Annotated Bibliography - IS 720 Research Methods in ...Dr. Mustafa Değerli
This document provides annotations for 10 research papers related to project management and information systems. The papers cover a range of topics including the evolving role of the Chief Information Officer over 25 years, different types of Project Management Offices, integrating project knowledge, assessing maturity levels in project management across industries, examining Project Management Offices as organizational innovations, and factors that contribute to effective project management. The annotations provide brief summaries of each paper's purpose and conclusions.
URISA’s Local Government GIS Capability Maturity ModelGreg Babinski
This document outlines URISA's proposed Local Government GIS Capability Maturity Model (GISCMM). The GISCMM is intended to provide a means for municipal GIS operations to assess their maturity level against best practices and peer organizations. The model defines two broad areas - Enabling Capability (e.g. technology, data, resources) and Execution Ability. Each area contains multiple components that are assessed on a scale. The document discusses the development of the GISCMM and provides an example of survey results that have helped refine the model. Next steps include further refinement, potentially linking the model to return on investment, and developing a Geospatial Management Competency Model.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
Smart growth principles combined with fuzzy ahp and dea approach to the trans...Alexander Decker
This document summarizes a study that integrates smart growth principles into urban transportation planning using a combination of fuzzy analytic hierarchy process (FAHP) and data envelopment analysis (DEA). It analyzes the Taipei metro transit system as a case study. The study first reviews literature on smart growth and transit-oriented development. It then outlines the research design, which involves classifying smart growth principles, applying FAHP to obtain expert opinions on criteria, and using DEA to evaluate MRT stations and select the most suitable for development. The methodology aims to provide an objective, consensus-based approach for transit planning decisions.
Smart growth principles combined with fuzzy ahp and dea approach to the trans...Alexander Decker
This document summarizes a study that integrates smart growth principles into urban transportation planning using a combination of fuzzy analytic hierarchy process (FAHP) and data envelopment analysis (DEA). It analyzes the Taipei metro transit system as a case study. The study first reviews literature on smart growth and transit-oriented development. It then outlines the research design, which involves classifying smart growth principles, applying FAHP to obtain expert opinions on criteria, and using DEA to evaluate metro stations and select the most suitable for development. The methodology aims to provide an objective, consensus-based approach for transit planning decisions.
Business Application of Operation ResearchAshim Roy
This document discusses a project on the business applications of operations research. It begins with an acknowledgment section thanking teachers and parents for their support. The main body provides an abstract, introduction and overview of operations research. It discusses the early history and development of OR, and provides examples of its applications in business such as optimizing supply chain management and power grid operations. The document outlines the various techniques, methods, and areas where OR is applied to improve decision making and efficiency.
The document summarizes findings from a review of grievance redress mechanisms (GRMs) in World Bank projects on paper and in practice. Some key findings include:
1) The percentage of World Bank projects including a GRM in design documents increased from 50% in 2011 to 66% in 2012.
2) Surveys found that only 60% of projects that planned a GRM had actually implemented one, meaning the overall implementation rate was 31%.
3) Of the projects that did report having a working GRM, 28% had received zero complaints, and 19% could provide no data on complaints received.
Application of vsm (lean tool) in indian tyre indusrty ( published at procee...rksai22
This document summarizes a case study on applying the lean tool of value stream mapping (VSM) in an Indian tyre manufacturing unit. The study developed a current state map by observing material and information flows and cycle times. Opportunities for improvement were identified, such as increasing tyre building production and reducing tyre curing cycle time. A future state map was then developed. The case study found that VSM is a useful lean tool for redesigning production systems to improve productivity and meet increasing customer demand. However, the study was limited to a single motorcycle tyre plant.
A roadmap for a leanness company to emerge as a true lean organizationLeandro Silvério
The problem this work aims to solve is the improvement of the leanness level of a company jeopardized by the lack of lean engagement. The objectives of the research are to present a method based on a lean self-assessment approach, consisted of a qualitative self-assessment method based on lean elements that drives an index definition associated with a roadmap. The method consists in providing a roadmap for the assessed enterprise composed by the company’s lean index, recommendations and countermeasures deriving from Delphi and Kendall Coefficient of Concordance (W) application among lean experts, leading the assessed enterprise to achieve results in terms of lean engagement, autonomy, and decision support criteria for future resource allocation. The results demonstrated that method can highlight gaps where additional improvements and investments would be necessary in the assessed enterprise. Finally, the work concludes that the lean performance identification associated to a lean roadmap in a company can be a highly effective tool to improve lean adoption in a leanness organization.
This document introduces key concepts in project management. It defines a project, provides examples of IT projects, and describes the triple constraint of scope, time and cost that projects aim to balance. It outlines the project management framework including knowledge areas, tools/techniques, and success factors. The role of the project manager is discussed, along with important skills. A brief history is given of the field and how the profession continues to grow through organizations, certification, and software tools.
This chapter introduces project management concepts. It defines a project, explains the triple constraint of scope, time and cost, and describes the growing project management framework including knowledge areas, tools, and importance of the project manager's leadership. It outlines skills needed for project managers and discusses the growth of the project management profession through certification and tools.
Plataforma web y metodología para el desarrollo de sistemas sensibles al cont...damarcant
This document describes a web platform and methodology for developing context-aware systems through collaboration between programmers and domain experts. It proposes a Situation-Driven Development methodology with 5 stages to guide the collaborative process. It also presents the Context Cloud platform, which was designed based on literature requirements to support automatic context management, reasoning, location detection, end-user development and visualization. An evaluation showed the methodology and platform facilitated involvement of domain experts and allowed situations to be configured without programmer intervention. The contributions enable context-aware system development by both technical and non-technical users.
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
Ähnlich wie The Geospatial Management Competency Model (20)
ESR spectroscopy in liquid food and beverages.pptxPRIYANKA PATEL
With increasing population, people need to rely on packaged food stuffs. Packaging of food materials requires the preservation of food. There are various methods for the treatment of food to preserve them and irradiation treatment of food is one of them. It is the most common and the most harmless method for the food preservation as it does not alter the necessary micronutrients of food materials. Although irradiated food doesn’t cause any harm to the human health but still the quality assessment of food is required to provide consumers with necessary information about the food. ESR spectroscopy is the most sophisticated way to investigate the quality of the food and the free radicals induced during the processing of the food. ESR spin trapping technique is useful for the detection of highly unstable radicals in the food. The antioxidant capability of liquid food and beverages in mainly performed by spin trapping technique.
Mending Clothing to Support Sustainable Fashion_CIMaR 2024.pdfSelcen Ozturkcan
Ozturkcan, S., Berndt, A., & Angelakis, A. (2024). Mending clothing to support sustainable fashion. Presented at the 31st Annual Conference by the Consortium for International Marketing Research (CIMaR), 10-13 Jun 2024, University of Gävle, Sweden.
Describing and Interpreting an Immersive Learning Case with the Immersion Cub...Leonel Morgado
Current descriptions of immersive learning cases are often difficult or impossible to compare. This is due to a myriad of different options on what details to include, which aspects are relevant, and on the descriptive approaches employed. Also, these aspects often combine very specific details with more general guidelines or indicate intents and rationales without clarifying their implementation. In this paper we provide a method to describe immersive learning cases that is structured to enable comparisons, yet flexible enough to allow researchers and practitioners to decide which aspects to include. This method leverages a taxonomy that classifies educational aspects at three levels (uses, practices, and strategies) and then utilizes two frameworks, the Immersive Learning Brain and the Immersion Cube, to enable a structured description and interpretation of immersive learning cases. The method is then demonstrated on a published immersive learning case on training for wind turbine maintenance using virtual reality. Applying the method results in a structured artifact, the Immersive Learning Case Sheet, that tags the case with its proximal uses, practices, and strategies, and refines the free text case description to ensure that matching details are included. This contribution is thus a case description method in support of future comparative research of immersive learning cases. We then discuss how the resulting description and interpretation can be leveraged to change immersion learning cases, by enriching them (considering low-effort changes or additions) or innovating (exploring more challenging avenues of transformation). The method holds significant promise to support better-grounded research in immersive learning.
EWOCS-I: The catalog of X-ray sources in Westerlund 1 from the Extended Weste...Sérgio Sacani
Context. With a mass exceeding several 104 M⊙ and a rich and dense population of massive stars, supermassive young star clusters
represent the most massive star-forming environment that is dominated by the feedback from massive stars and gravitational interactions
among stars.
Aims. In this paper we present the Extended Westerlund 1 and 2 Open Clusters Survey (EWOCS) project, which aims to investigate
the influence of the starburst environment on the formation of stars and planets, and on the evolution of both low and high mass stars.
The primary targets of this project are Westerlund 1 and 2, the closest supermassive star clusters to the Sun.
Methods. The project is based primarily on recent observations conducted with the Chandra and JWST observatories. Specifically,
the Chandra survey of Westerlund 1 consists of 36 new ACIS-I observations, nearly co-pointed, for a total exposure time of 1 Msec.
Additionally, we included 8 archival Chandra/ACIS-S observations. This paper presents the resulting catalog of X-ray sources within
and around Westerlund 1. Sources were detected by combining various existing methods, and photon extraction and source validation
were carried out using the ACIS-Extract software.
Results. The EWOCS X-ray catalog comprises 5963 validated sources out of the 9420 initially provided to ACIS-Extract, reaching a
photon flux threshold of approximately 2 × 10−8 photons cm−2
s
−1
. The X-ray sources exhibit a highly concentrated spatial distribution,
with 1075 sources located within the central 1 arcmin. We have successfully detected X-ray emissions from 126 out of the 166 known
massive stars of the cluster, and we have collected over 71 000 photons from the magnetar CXO J164710.20-455217.
Authoring a personal GPT for your research and practice: How we created the Q...Leonel Morgado
Thematic analysis in qualitative research is a time-consuming and systematic task, typically done using teams. Team members must ground their activities on common understandings of the major concepts underlying the thematic analysis, and define criteria for its development. However, conceptual misunderstandings, equivocations, and lack of adherence to criteria are challenges to the quality and speed of this process. Given the distributed and uncertain nature of this process, we wondered if the tasks in thematic analysis could be supported by readily available artificial intelligence chatbots. Our early efforts point to potential benefits: not just saving time in the coding process but better adherence to criteria and grounding, by increasing triangulation between humans and artificial intelligence. This tutorial will provide a description and demonstration of the process we followed, as two academic researchers, to develop a custom ChatGPT to assist with qualitative coding in the thematic data analysis process of immersive learning accounts in a survey of the academic literature: QUAL-E Immersive Learning Thematic Analysis Helper. In the hands-on time, participants will try out QUAL-E and develop their ideas for their own qualitative coding ChatGPT. Participants that have the paid ChatGPT Plus subscription can create a draft of their assistants. The organizers will provide course materials and slide deck that participants will be able to utilize to continue development of their custom GPT. The paid subscription to ChatGPT Plus is not required to participate in this workshop, just for trying out personal GPTs during it.
Immersive Learning That Works: Research Grounding and Paths ForwardLeonel Morgado
We will metaverse into the essence of immersive learning, into its three dimensions and conceptual models. This approach encompasses elements from teaching methodologies to social involvement, through organizational concerns and technologies. Challenging the perception of learning as knowledge transfer, we introduce a 'Uses, Practices & Strategies' model operationalized by the 'Immersive Learning Brain' and ‘Immersion Cube’ frameworks. This approach offers a comprehensive guide through the intricacies of immersive educational experiences and spotlighting research frontiers, along the immersion dimensions of system, narrative, and agency. Our discourse extends to stakeholders beyond the academic sphere, addressing the interests of technologists, instructional designers, and policymakers. We span various contexts, from formal education to organizational transformation to the new horizon of an AI-pervasive society. This keynote aims to unite the iLRN community in a collaborative journey towards a future where immersive learning research and practice coalesce, paving the way for innovative educational research and practice landscapes.
Sexuality - Issues, Attitude and Behaviour - Applied Social Psychology - Psyc...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
The binding of cosmological structures by massless topological defectsSérgio Sacani
Assuming spherical symmetry and weak field, it is shown that if one solves the Poisson equation or the Einstein field
equations sourced by a topological defect, i.e. a singularity of a very specific form, the result is a localized gravitational
field capable of driving flat rotation (i.e. Keplerian circular orbits at a constant speed for all radii) of test masses on a thin
spherical shell without any underlying mass. Moreover, a large-scale structure which exploits this solution by assembling
concentrically a number of such topological defects can establish a flat stellar or galactic rotation curve, and can also deflect
light in the same manner as an equipotential (isothermal) sphere. Thus, the need for dark matter or modified gravity theory is
mitigated, at least in part.
Travis Hills of MN is Making Clean Water Accessible to All Through High Flux ...Travis Hills MN
By harnessing the power of High Flux Vacuum Membrane Distillation, Travis Hills from MN envisions a future where clean and safe drinking water is accessible to all, regardless of geographical location or economic status.
The cost of acquiring information by natural selectionCarl Bergstrom
This is a short talk that I gave at the Banff International Research Station workshop on Modeling and Theory in Population Biology. The idea is to try to understand how the burden of natural selection relates to the amount of information that selection puts into the genome.
It's based on the first part of this research paper:
The cost of information acquisition by natural selection
Ryan Seamus McGee, Olivia Kosterlitz, Artem Kaznatcheev, Benjamin Kerr, Carl T. Bergstrom
bioRxiv 2022.07.02.498577; doi: https://doi.org/10.1101/2022.07.02.498577
1. GMCM final.docx
Background
The Geospatial Management Competency Model (GMCM) specifies 74 essential competencies and 18
competency areas that characterize the work of most successful managers in the geospatial industry. It is
not intended to be an exhaustive inventory of all pertinent competencies, such as those specific to
particular work settings. Instead, the GMCM seeks to distill a concise list that is widely applicable, and
readily adaptable to evolving industry needs.
The GMCM is an element of the U.S. Department of Labor Employment and Training Administration’s
(DOLETA’s) Competency Modeling Initiative (http://www.careeronestop.org/competencymodel/). For
DOLETA, a “competency” is the capability to apply or use a set of related knowledge, skills, and abilities
required to successfully perform “critical work functions” or tasks. A “competency model” is a collection of
competencies that together define successful performance (Ennis 2008). The Competency Modeling
Initiative promotes the development of industry-driven competency models in high-growth, high-demand
industries. DOLETA identified “geospatial technology” as a high-growth industry in 2003.
In 2010, DOLETA issued a Geospatial Technology Competency Model (GTCM) that specifies the
foundational (Tiers 1-3), industry-wide (Tier 4), and industry sector-specific (Tier 5) expertise
characteristic of the various occupations that comprise the geospatial industry
(http://www.careeronestop.org/CompetencyModel/pyramid.aspx?GEO=Y). Descriptions of individual
geospatial occupations, including occupation-specific competencies and job requirements (Tiers 6-8), are
published in DOLETA’s O*NET occupation database (http://www.onetonline.org/). The GMCM
corresponds to Tier 9 of the GTCM.
Intended Uses
Competency models are used to guide individual professional development, to help people in move up or
over in an organization or industry, to help educators and trainers develop curricula that address
workforce needs, to inform development of interview protocols, as requirements for professional
certification, and as criteria for academic program accreditation and articulation (PDRI and Aguirre
International 2005).
Matrix Format
The GMCM is presented below in matrix form. The 74 matrix rows correspond to the Task Force’s
consensus minimum number of critical work functions that most geospatial managers need to be able to
perform. Both general competencies and competencies particular to the geospatial industry are included.
Columns correspond to 18 competency areas are clusters of critical work functions that share a common
focus or intended outcome. Although associations between competencies and competency areas are
indicated, users should bear in mind that these associations vary from one job setting to the next.
Geospatial Management Competency Model
June 8, 2012
2. GMCM final.docx
Development Process
Practicing geospatial managers developed the GMCM with input from workforce development experts at
DOLETA and in light of comparable models produced for kindred fields. A GMCM Task Force (listed
below) produced the final version for DOLETA following its analysis of comments received during a public
review period. The Urban and Regional Information Systems Association (URISA) orchestrated the effort
in cooperation with DOLETA.
URISA’s Board of Directors first proposed to organize a GMCM in a letter to DOLETA in December 2010.
With DOLETA’s consent, URISA Board member Greg Babinski organized a day-long work session at the
Washington State GIS Conference in May 2011 to prepare a preliminary “strawman” draft GMCM.
Participants (listed below) also suggested refinements to URISA’s GIS Capability Maturity Model
(Babinski 2010-11).
Then in November, 2011, during its annual GIS-Pro conference in Indianapolis, IN, URISA conducted a
day-long workshop to refine and validate the strawman draft. Session organizers David DiBiase, Pat
Kennelly, and Babinski identified a Task Force of twelve experienced geospatial managers and one
facilitator (DiBiase) to produce a revised draft GMCM suitable for public review. All but two invitees
volunteered to participate, and all at their own expense. (Participants are listed below.) DOLETA
representatives greeted and encouraged the volunteers by telephone from Washington DC at the outset
of the workshop.
Before, during, and after the workshop, Task Force members reviewed several comparable competency
models. A preliminary list of fifteen management competency areas proposed by workforce analysts at
DOLETA provided a starting point. The four competency clusters in HayGroup’s Manager Competency
Model (HayGroup 2001) – managing yourself, managing your team, managing the work, and managing
collaboratively – guided the Task Force to consider the full spectrum of geospatial management issues.
The U.S. Office of Personnel Management’s IT Project Management competency model (OPM 2011)
provides an extensive list of general and technical competencies that helped the Task Force validate the
content of the GMCM. Task Force members were also acquainted with the Project Management
Institute’s Project Management Body of Knowledge.
The outcome of the Indianapolis Task Force workshop was a revised draft GMCM. The draft underwent
seven further revisions through February 21, 2012 when Task Force members finally reached consensus
on a draft suitable for public review. The draft GMCM was made available for public comment (via an
online questionnaire) at the URISA web site from February 22 through March 31. URISA invited
participation in the review through a press release and social media campaign.
DiBiase analyzed a total of 100 responses to the public review questionnaire. Ninety-four responses were
found to be authentic. The geographic distribution of responses included 80 responses from 32 U.S.
states, 10 responses from 5 Canadian provinces and 5 responses from 4 other countries (Egypt, India,
Pakistan, Peru). Respondents’ self-report job titles included “Manager” (24 responses, mostly “GIS
Manager” or “Project Manager”), “Coordinator” (15, mostly “GIS Coordinator”), “Analyst” (10, mostly “GIS
Analyst”) and “Administrator” (6, mostly “GIS Administrator”). Sixty-two percent of respondents report
more than five years of experience as geospatial managers. Nearly half (46%) reported over 10 years of
experience.
3. GMCM final.docx
Majorities of respondents expect the GMCM to be useful as a guideline for assessing individual
professional development (76% of respondents) and as a resource for raising awareness about the
geospatial field (57%). Over 90% of respondents judged the draft document to be acceptable as is or with
minor revisions. Eighty-five percent considered URISA Task Force members as “qualified” or “Highly
qualified” to create the document.
The Task Force revised the draft GMCM in response to public comments and suggestions, including a
painstaking analysis by John Johnson of the National Geospatial Technology Center (GeoTech Center)—
the group that led the development of the Geospatial Technology Competency Model (GTCM). The Task
Force edited, added and deleted some competencies and competency areas. It also adopted the matrix
format in response to feedback that the GMCM did not specify which competencies belonged to which
competency areas. Reaching consensus about those associations was more difficult for the Task Force
than identifying the competencies and competency areas. However, majorities of Task Force members
supported each of the associations shown in the final matrix.
Contributors
GMCM Task Force (November 2011 - June 2012)
Greg Babinski, GISP, Finance & Marketing Manager, King County (Washington) GIS Center
Thomas Conry, GIS Manager, Fairfax County VA
Peter Croswell, PMP, GISP, President, Croswell-Schulte IT Consultants
David DiBiase (facilitator), GISP, CMS, Director of Education, Esri
Dianne Haley, DMH GIS Consulting
Patrick Kennelly, Associate Professor of Geography, Long Island University and Penn State University
Twyla McDermott, Corporate Strategic Technology Planning Manager, City of Charlotte NC
Robert Ryan, CP, PLS, URS Corporation
Rebecca Somers, President, Somers-St. Clair
Bruce Stauffer, Vice President, geographIT
Chin-hong Sun, Professor of Geography, National Taiwan University
GMCM Strawman Task Force (May 2011)
Greg Babinski, GISP, King County (WA) GIS Center
Steve Beimburn, City of Seattle (WA) GIS
Don Burdick, GISP, City of Bellingham (WA) GIS
Amy Esnard, GISP, Multnomah County (OR) GIS
George Horning, King County (WA) GIS Center
Tami Griffin, Thurston County (WA) GIS
Ian Von Essen, Spokane County (WA) GIS
4. GMCM final.docx
URISA
The Urban and Regional Information Systems Association’s (URISA’s) qualifications to organize the
GMCM effort include its nearly 50-year history as one of the founding organizations of the GIS profession,
its successful organization of the GIS Certification Institute and the URISA Leadership Academy, and its
healthy working relationships with other professional and scientific associations in the geospatial field
through the Coalition on Geospatial Organizations (COGO).
Additional Resources
Babinski, G. (2010-11). URISA Proposes GIS Capability Maturity Model. ArcNews, Winter 2010/11.
http://www.esri.com/news/arcnews/winter1011articles/urisa-proposes.html
Croswell, P. (2009). The GIS Management Handbook: Concepts, Practices, and Tools for Planning,
Implementing, and Managing Geographic Information System Projects and Programs. Kessey Dweitt
Publications.
DiBiase, D., T. Corbin, T. Fox, J. Francica, K. Green, J. Jackson, G. Jeffress, B. Jones, B. Jones, J.
Mennis, K. Schuckman, C. Smith, and J. Van Sickle (2010). The New Geospatial Technology
Competency Model: Bringing Workforce Needs into Focus. URISA Journal 22:2, 55-72. https://www.e-
education.psu.edu/files/sites/file/DiBiase_etal_2010_GTCM_URISA_Journal.pdf
Ennis, M. R. (2008). Competency Models: A Review of the Literature and the Role of the Employment
and Training Administration (ETA). http://www.careeronestop.org/COMPETENCYMO
DEL/info_documents/OPDRLiteratureReview.pdf.
HayGroup (2001). The Manager Competency Model. http://www.professional-
learning.com/MCPBriefGuide.pdf
PDRI, Inc., and Aguirre International (2005). Technical Assistance Guide for Development and Using
Competency Models—One Solution for a Demand-Driven Workforce System.
http://www.careeronestop.org/competencymodel/Info_Documents/TAG.pdf.
U.S. Office of Personnel Management (2011). Competency Model for IT Program Management.
http://www.chcoc.gov/transmittals/TransmittalDetails.aspx?TransmittalID=4058
5. Geospatial Management Competency Model
GMCM final.docx 5
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
1. Keep up with technology trends
and standards
2. Keep abreast of developments
that affect your organization
3. Apply sound decision making
practices
4. Assess and improve your skills
and performance regularly
5. Develop a geospatial staffing
plan to meet business needs
6. Recruit and hire competent
geospatial and support staff
7. Define geospatial work
functions and assign
appropriate staff
6. Geospatial Management Competency Model
GMCM final.docx 6
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
8. Establish clear performance
expectations
9. Maintain individual and
organizational accountability
10. Acknowledge and encourage
exceptional achievement
11. Remediate performance
shortfalls effectively
12. Avoid conflicts of interest—
actual and apparent
13. Comply with all relevant laws
and regulations
14. Follow relevant professional
codes of ethics
15. Communicate effectively in all
forms, formats, and media
16. Communicate effectively to all
sizes and types of audiences
17. Communicate the value of
geospatial technology to
decision makers and
stakeholders
18. Foster an environment
conducive to teamwork
7. Geospatial Management Competency Model
GMCM final.docx 7
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
19. Assemble, charge, and enable
effective work teams
20. Help resolve conflicts among
team members
21. Develop and maintain long-
term client relationships
22. Develop and maintain
collaborative relationships
within the organization
23. Develop and maintain
relationships with other
organizations to promote
mutually advantageous
partnerships and best practices
24. Identify business opportunities
25. Evaluate risk of new ventures
26. Assess competition
27. Conduct client-focused needs
evaluation
28. Develop business case and
plan for developing and
marketing new ventures
29. Develop and maintain strategic
partnerships
8. Geospatial Management Competency Model
GMCM final.docx 8
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
30. Develop, promote, and protect
the organization’s brand
31. Lead creative thinking about
geospatial technology
opportunities
32. Articulate a geospatial
technology vision for the
organization
33. Communicate geospatial
program goals to stakeholders
34. Build consensus
35. Foster a culture of employee-
driven process improvement
36. Mentor staff and colleagues
37. Prepare and implement a
geospatial staff competency
plan
38. Provide opportunities for
continuing professional
development
39. Encourage contributions to the
profession
9. Geospatial Management Competency Model
GMCM final.docx 9
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
40. Develop a strategic plan with
measureable goals and specific
actions
41. Implement a strategic planning
cycle
42. Align geospatial activities to
support the organization’s
strategic plan
43. Adjust the plan in response to
changing environment
44. Apply QA/QC best practices
45. Ensure continuity of geospatial
operations
46. Monitor stakeholder
satisfaction
47. Improve efficiency
48. Adopt a customer service
orientation
49. Apply project management
knowledge and best practices
10. Geospatial Management Competency Model
GMCM final.docx 10
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
50. Understand and apply the
geospatial technology
components of projects (as
outlined in the Department of
Labor’s Geospatial Technology
Competency Model) to
accurately establish scope,
resources, schedule and
quality requirements for project
success
51. Identify collaborative
opportunities to achieve project
goals
52. Manage a portfolio of projects
effectively
53. Cooperate within political and
professional organizations
54. Pursue goals tactfully in
context of particular
organizational cultures and
governance structures
55. Identify potential political
champions and engage their
support
56. Respect jurisdictional
responsibilities
11. Geospatial Management Competency Model
GMCM final.docx 11
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
57. Champion policies that respect
the purposes and roles of
public, private, nonprofit, and
academic organizations
58. Prepare, negotiate, monitor,
administer, and remediate
contracts
59. Prepare Statements of Work
(SOW) defining project
objectives and requirements
60. Prepare competitive
solicitations including project
rationale and objectives,
existing geospatial technology
assets, desired services, and
final deliverables
61. Prepare proposals including
understanding of need,
technical approach and
proposed technology, final
deliverables, schedule, budget,
and relevant qualifications
62. Prepare objective selection
criteria and scoring mechanism
to fairly evaluate proposals
63. Develop service level
agreements
64. Prepare and document budgets
12. Geospatial Management Competency Model
GMCM final.docx 12
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
65. Manage expenditures and
income
66. Identify funding sources and
obtain funding, including
collaborative opportunities
67. Develop and manage a long
term financial plan
68. Conduct regular financial
analyses
69. Implement standard financial
accounting procedures and
controls
70. Assure accountability by
periodic independent audits
71. Understand enterprise
geospatial architecture
72. Ensure that geospatial
technology infrastructure meets
organization needs
73. Recognize geospatial data as a
capital asset
13. Geospatial Management Competency Model
GMCM final.docx 13
Geospatial
Technology
Competencies
Self-Management
Human
Resource
Management
Performance
Management
Legal
Affairs
and
Policy
Management
Communication
Team
Management
Relationship
Management
Business
Development
Leadership
Professional
Development
Strategic
Planning
and
Action
Work
Management
Geospatial
Project
Management
Political
Skills
Contract
Management
Financial
Management
Asset
Management
74. Manage the asset lifecycle:
a. Establish and maintain an
up-to-date asset inventory
b. Procure and upgrade
assets
c. Implement and
periodically audit security
procedures for assets
such as work spaces,
equipment, computer
networks, data, and
software
d. Implement computer
system back-ups and
periodically test reliability
of backup procedures
e. Implement sound data
management procedures