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Innovation, Engineering and Entrepreneurship
This book presents endeavors to join synergies in order to create added value for society, using the latest scientific knowledge to boost technology transfer from academia to industry. It potentiates the foundations for the creation of knowledge- and entrepreneurial cooperation networks involving engineering, innovation, and entrepreneurship stakeholders. The Regional HELIX 2018 conference was organized at the University of Minho’s School of Engineering by the MEtRICs and Algoritmi Research Centers, and took place in Guimarães, Portugal, from June 27th to 29th, 2018. After a rigorous peer-review process, 160 were accepted for publication, covering a wide range of topics, including Control...
Individual Competence Baseline for Programme Management
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3.2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing programmes 36 4.2. Competencies overview 37 4. 3. Perspective 39 4. 4. People 69 4. 5. Practice 117 Annex A: Competence table 189 Annex B: Key Competence Indicator table 191
Proceedings of the 2nd International Conference on Water Energy Food and Sustainability (ICoWEFS 2022)
This book publishes some papers presented at The International Conference on Water Energy Food and Sustainability (ICoWEFS 2023), a major forum to foster innovation and exchange knowledge in the water-energy-food nexus. The topics covered embrace the Sustainable Development Goals (SDGs) of the United Nations, including Future trends in Water Security, Smart Technologies in Sustainable Energy Production Systems, Circular systems for rural and urban food and Integrated Ecosystems Management.
A Pretty Unfair Place
"Throughout its history, East Timor has been a lesson in what not to do: how not to run a colony, how not to run a province, how not to prepare a territory for independence, and how not to treat a smaller neighbour. While many foreign commentators have been prompt to write East Timor off as a "failed state", they conveniently ignore the fact that other states are also to blame for its failings, particularly Portugal, Indonesia and Australia, as well as the United Nations. East Timor's first ten years since self-determination have been marked by denial, nav̐et,̌ ignorance, prejudice, incompetence, maladministration, and an unwillingness of people from different countries to work with each other instead of against each other. It is a lesson for those places in the world seeking independence, and those governments who seek to deny independence to others. Yet despite all this, East Timor remains a place with hope." --rear cover.
Master of Science in Project Management - City of London College of Economics - 10 months - 100% online / self-paced
Overview A MScPM (or Master of Science in Project Management) is a degree that will prepare you for a role as (Senior) Project Manager/Director Project Management. Content - Building the action plan: scheduling, estimating and resource allocation - Achieving stakeholder satisfaction through project control - Project risk management - A model for building teamwork - New project development processes - Enterprise project management - Quick tips - Speedy solutions - Cutting-edge ideas - Making good decisions - Ideas and what to do with them - Leadership and trust - What to do when things go wrong - Over 120 new exercises to practice what you’ve learnt Duration 10 months Assessment The assessment will take place on the basis of one assignment at the end of the course. Tell us when you feel ready to take the exam and we’ll send you the assignment questions. Study material The study material will be provided in separate files by email / download link.
Forest Ecology and Conservation
This book is dedicated to forest ecology and conservation on ecological and conservation aspects of forest. The book is divided into two sections: the first section "Forest Ecology" with four chapters deals with forest ecological aspects, while the second section "Forest Conservation" with two chapters looks into new techniques for conserving the forests. This book will bridge the gaps in the knowledge about some new emerging issues on forest ecology and conservation. It will be an interesting and helpful resource to all those in the field of forestry working for its sustainable use and conservation.
Individual Competence Baseline for Portfolio Management
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 11 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3. 2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing portfolios 36 4.2. Competencies overview 37 4. 3. Perspective 39 4.4. People 67 4. 5. Practice 115 Annex A: Cross reference to IS021504: 2015 173 Annex B: Competence table 177 Annex C: Key Competence Indicator table 179
Heraldry for the Dead
In the late 1800s, archaeologists began discovering engraved stone plaques in Neolithic (3500-2500 BC) graves in southern Portugal and Spain. About the size of one's palm, usually made of slate, and incised with geometric or, more rarely, zoomorphic and anthropomorphic designs, these plaques have mystified generations of researchers. What do their symbols signify? How were the plaques produced? Were they worn during an individual's lifetime, or only made at the time of their death? Why, indeed, were the plaques made at all? Employing an eclectic range of theoretical and methodological lenses, Katina Lillios surveys all that is currently known about the Iberian engraved stone plaques and advances her own carefully considered hypotheses about their manufacture and meanings. After analyzing data on the plaques' workmanship and distribution, she builds a convincing case that the majority of the Iberian plaques were genealogical records of the dead that served as durable markers of regional and local group identities. Such records, she argues, would have contributed toward legitimating and perpetuating an ideology of inherited social difference in the Iberian Late Neolithic.
Individual Competence Baseline for Project Management
The IPMA ICB4® is the international standard on competence for project, programme and portfolio managers. The competence needed for each of these domains is defined in the following competence areas: “People” (how do you interact with the people around you, and yourself); the “Practice” of our work (needed for Projects, Programmes and Portfolios); the “Perspective” of the intiatives you’re running (the context within which the initiative is run and the link to what needs to be achieved). Table of Contents Foreword Table of Contents 1. Introduction 2. Purposes and intended users 15 2.1. Definition of competence 15 2.2. Audiences and uses 17 2.3. Individual competence development 18 3. The IPMA Individual Competence Baseline 25 3.1. Framework of the IPMA ICB 26 3.2. Structure of the IPMA ICB 28 3.3. Overview of the competence elements 31 4. The inventory of competences 35 4. 1. Managing programmes 36 4.2. Competencies overview 37 4. 3. Perspective 39 4. 4. People 69 4. 5. Practice 117 Annex A: Competence table 189 Annex B: Key Competence Indicator table 191
