text:
MSP® is a registered trademark of AXELOS Limited. MSP® logo courtesy of the AXELOS Limited. Trademarks are properties of the holders, who are not affiliated with mind map author.
AtTask PPM, http://www.attask.com/topics/ppm-project-portfolio-management
Clarity PPM, http://www.ca.com/us/products/detail/ca-clarity-ppm.aspx
Changepoint, http://www.changepoint.com/
Daptiv PPM, http://www.daptiv.com/solutions.htm
Gensight PPM, http://www.gensight.com/Project-Portfolio-Management/Overview/Home.htm
Project and Portfolio Management (PPM) Center, http://www8.hp.com/us/en/software-solutions/software.html?compURI=1171920
WorkLenz, http://www.metier.com/
Microsoft EPM: Project Server, Project Portfolio Server, http://www.microsoft.com/project/en/gb/solutions-partners.aspx
PeopleSoft Enterprise, http://www.oracle.com/us/products/applications/peoplesoft-enterprise/overview/index.html
E-Business Suite Projects, http://www.oracle.com/us/products/applications/ebusiness/projects/051330.html
Primavera, http://www.oracle.com/pl/products/applications/primavera/overview/index.html?ssSourceSiteId=null
Planview Enterprise, http://www.planview.com/products/planview-enterprise/
cProjects/RPM, http://scn.sap.com/community/plm/rpm-collaborative-project-management-and-cfolders
PowerSteering Software, http://www.powersteeringsoftware.com/product/program-portfolio-management
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Principles are universally applicable statements., Principles are generic principles - the way in which they are applied must be tailored to suit the organizational circumstances, whilst ensuring the underlying rationale is maintained., Prainciples are the common, universal and high-level factors that underpin success., Principles are self-validating and empowering., They provide guidance to organizations., They guide the organization on what to aim for., The principles provide a framework of good practice.
According to MSP® (and other AXELOS best practices) principles are:, Universal, MSP® is based upon these principles for a very simple reason. By being principles-based, it means that the framework can be applied to any shape, size or type of programme., In this way, the principles can be universally applied, both to a smaller in-house company programmes, or equally to a massive international aid programme spanning many borders., Self-validating, These principles have also been proven in practice over many years to be the most effective ways of managing porgrammes i.e. they are based upon modern best practices in programme management., This means they can be applied directly on programme and the programme management team does not need to "re-invent the wheel" by creating their own programme management method from scratch., Empowering, The principles are also empowering to the programme management team because they can give them added confidence and an ability to shape and manage programmes, in other words "a good, old, MSP® marketing" :-)
Watch: What is MSP®The Principles video
A programme is typically a large investment that should make a significant contribution towards achieving corporate performance targets.
Programmes should maintain good links with what can be volatile corporate strategy, to ensure that the outcomes of the programme remain aligned with that strategy.
Leading people and the organisation to a better future., A successful programme will result in a better future for the organisation.
Seeing through change in a programme is a leadership challenge., People are non-linear, so managing people reuires leadership, managing by example and proactive attitute
In addition to the need to manage a large number of complex tasks, people need to be led.
It is impossible to move to a better future without clear leadership.
Programme leadership should give clear direction, engender trust, actively engage stakeholders, appoint the right people at the right time, be able to live with uncertainty, solve problems with creative solutions, and support the transition until the new ways of working are established and embedded.
The leaders must describe a clear vision of the future.
A programme is relevant where there is a need to achieve transformational change, where there is some marked step change or break with the present required in the future capability., In order to achieve such a beneficial future state, the leaders of a programme must first describe a clear vision of that future.
A Vision Statement provides a summary impression of the desired future state by describing the new services, improved service levels or innovative ways of working with customers., It is used to communicate the end goal of the programme and to engage and gain commitment from as many stakeholders as possible.
Satisfying strategic objectives by realising the end benefits.
Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits., Thus the programme's boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits.
The ultimate success of a programme is judged by its ability to realize these benefits and the continuing relevance of these benefits to the strategic context., Everything within the programme should be focussed towards the realisation of these benefits., This includes the effective management of the risks that could impact on these benefits.
If the benefits are of strategic value, then effective risk management is crucial.
The programme itself must add value beyond the constituent projects.
A programme only remains valid if it adds value to the sum of its constituent projects and major activities.
If it is found to add nothing, then it is better to close the programme and allow the projects to proceed independently.
There should be programme benefits that are over and above the benefits that the projects themselves are able to identify and claim.
The programme will deliver a consistent end to end enhanced capability., This should be internally coherent so that all quality requirements are optimised and released into operational use to ensure maximum incremental capability with minimal disruption to the organisation.
The capability that the programme will deliver is defined in the blueprint.
The programme will deliver a coherent organizational capability that is released into operational use according to a schedule that delivers maximum incremental improvements with minimal adverse operational impact.
A programme is a learning organization in that it reflects upon and improves its performance during its life.
A programme will perform better where members of the management assume the attitude of being learners.
Good governance requires approaches to managing the different themes that are regularly adjusted and adapted on the basis of experience and results to date., Good benefits management encourages stakeholders to identify new opportunities to realize benefits as their awareness and experience increases.
MSP® in AXELOS® Global Best Practices family
PRINCE2® Agile, see PRINCE2® Agile mind map
ITIL®, see ITIL® mind map
M_o_R® - Management of Risk, see M_o_R® mind map
MoV® - Management of Value, see MoV® mind map
MoP® - Management of Portfolios, see MoP® mind map
MSP® - Managing Successful Programmes, see MSP® mind map
PRINCE2® - PRojects IN Changing Environments, see PRINCE2® mind map
P3O® - Portfolio, Programme and Project Office, see P3O® mind map
yet remember - "In reality there are no such things as best practices. There are only practices that are good within a certain context."
Since 2000 the Office of Government Commerce (OGC), former owner of PRINCE2® (and other Best Management Practices) has been the custodian of the portfolio on behalf of UKG. In June 2010 as a result of UKG reorganisation the Minister for the Cabinet Office announced that the PRINCE2® functions have moved into Cabinet Office., AXELOS are a new joint venture company, created by the Cabinet Office on behalf of Her Majesty's Government (HMG) in the United Kingdom and Capita plc to run the Best Management Practice portfolio, now called AXELOS Global Best Practice, https://www.gov.uk/government/publications/best-management-practice-portfolio/about-the-office-of-government-commerce
Governance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and control.
The governance themes explain how key elements of the programme should be delivered during its delivery lifecycle.
The Vision is a picture of a better future., The vision, defined by the Vision Statement, is agreed and committed to by the Sponsoring Group., Vision Statement, A high-level impression of desired future state., An outward-facing description., Used to engage stakeholders and gain commitment., A stable foundation for the programme., Not a design for the future (Blueprint)., Describes a compelling future., Sets out current reality as justification - need for change., Matches the degree of transformation needed., Motivates and challenges everyone., Avoids target dates unless these are part of the goal., Describes a desirable future for key stakeholders., Is verifiable but without detailed performance targets - may be implicit targets., Sufficient flexibility to remain relevant over programme life - not too many constraints., Short and memorable., Sufficient context to enable blueprint development., The Vision Statement is used to communicate the end goal of the programme being an outward-facing description of the future state following programme delivery, A good Vision Statement should be written in the future state, be easy to understand and to communicate, apply to a broad range of stakeholders, describe a desirable and compelling future that matches the degree of transformational change, be verifiable and should be short and memorable., It represents the better future which the programme is designed to deliver and provides a focus for the teamthroughout the programme's life., It is the basis for the outcomes and delivered benefits of the programme, and as such it is a vital focus and enabler for the buy-in, motivation and activity-alignment of the large community of people involved in the programme.
Vision is required for the delivery of any programme., MSP® sets out the key contents of a vision statement and how it should paint a picture of a better future for the organization., This is important as the long-term nature of programmes means the team members are likely to change and the Vision Statement will provide a constant focal point.
Describes the role of the vision statement, its development and contents, and contextual importance to the programme.
Relationship between Vision, Vision Statement and Blueprint, Vision Statement, High-level impression of the desired future 'to-be' state., Outward-facing description of the future state, The vision statement will describe the new services, improvements and innovate ways of working with stakeholders, or any combination, Should be used to engage and gain commitment from as many stakeholders as possible., Blueprint, The blueprint is a much more detailed description of both the current organization and the changed organization.
Vision Statement and the Transformational Flow
Programme organization describes how governance should be applied, through the sponsoring group and programme board, and provides guidance on the responsibilities for the main roles, senior responsible owner, business change manager and programme manager.
Establishing a clear and effective organisation is critical to programme success., Organization details the roles required to deliver the programme and its associated change., This role-based approach ensures the governance structure is applied through a Sponsoring Group and their appointed representative, the Senior Responsible Owner (SRO).
Describes the structures for a programme, including the responsibilities and competencies of individuals within those structures.
Programme management is most effective when issues are debated freely and risks are evaluated openly., This requires a leadership style and culture that encourages the flow of information between the projects and the programme., Every opportunity to advance the programme towards its goals should be welcomed and converted into constructive progress.
Programme organisation, Sponsoring Group (SG), Programme Board (PB), Senior Responsible Owner (SRO), Programme Manager (PgM), Business Change Manager (BCM)
What is it?, What is MSP Leadership and Stakeholder Engagement video
Leaders use the Vision Statement to influence and persuade the programme stakeholders to commit to the beneficial future.
Leading change involves active engagement of stakeholders., Stakeholders being any individual or group that has an interest in the programme, its outcomes or benefits.
Leadership and stakeholder engagement is critical to any programme as change requires effective leadership., Skilful leaders will use communications, visions and metaphors to manage the stakeholders' perceptions of the current reality, the beneficial future and the tension between the two, to build and maintain the organisational impetus and commitment to change.
MSP® emphasizes the need to not only identify and communicate with stakeholders, but also provides analysis tools to generate greater understanding of their needs, perceptions and priorities., Stakeholder Engagement and Leadership Programmes attract a large number of stakeholders from a variety of backgrounds and with differing degrees of influence., MSP® recognizes the criticality of communication with stakeholders and the link between this mengagement and leadership.
Describes the need and nature of leadership against the backdrop of stakeholder engagement. Provides tools and techniques to analyse individual and groups of stakeholders with a cycle of activities to maintain engagement and support the communications plans.
Stakeholder engagement involves the identification and analysis of stakeholders, defining and planning how the programme will engage with these stakeholders, then undertaking these engagements and measuring their effectiveness to help define and plan further and ongoing stakeholder engagements.
Stakeholder engagement cycle, Step 0 – (Re)defining the stakeholder engagement strategy, How?, Related products, Stakeholder Engagement Strategy, Step 1 – Identify, recognise and acknowledge stakeholders, Who?, Step 2 – Analyse contribution, commitment and support, Why and What?, Related products, Stakeholder Map, Stakeholder Profiles, Stakeholder Register, Stakeholder influence/interest matrix, Step 3 – Develop an action plan, When?, Related products, Communications Plan, Step 4 – Action the plan, Do, Step 5 – Monitor the outcomes and take corrective actions, Results / Outcomes
The Blueprint (a.k.a. Target Operating Model) is a document which translates the Vision Statement into a detailed description of the capability which is required to enable the outcomes., The Blueprint defines the scope of the Programme Manager's authority by describing the current, or "as is", state of the organization and the future capability which will be delivered through the Project's Dossier., Blueprint Typical Content (a.k.a. Blueprint POTI model), P, Processes and business functions, including operational costs and performance levels, of the required vision of the future state; may be expressed in a number of ways, including flow and process graphics, Operational costs and performance levels, KPIs, O, Organization structure, staffing levels, roles and skill requirements necessary to support the future business operations; any necessary changes to organizational culture or style may also be included, Culture, style, supply chain, T, Technology, IT systems, tools, equipment, buildings and accommodation required for the future business operations together with details of re-use of existing infrastructure or implementation of new infrastructure to support the vision of the future state, Buildings and accommodation, infrastructure, I, Information and data required for future business operations and performance measurement, Current State, Intermediate Future States, Final Future State
Programme needs blueprints:, Provides the detailed development of the Vision and underpins the options analysis in the business case, Creating the blueprint engages key stakeholders in building and understanding the future operating model for the organisation, Provide the basis for calculating benefits, Provides the detailed understanding of what is needed to define the project requirements, Understand the level of change and associated risk that the programme faces, Provide the basis for more effective decision making as the impact can be assessed, Better control though Intermediate states that enable clarity of direction and effective planning
Blueprint design and delivery is the foundation for the programme; the desired 'to-be' state for the organization when the programme completes, and the starting point ('as-is' state), Transformation is delivered in step changes through tranches.
The Blueprint specifies "what capabilities we want".
Describes the criticality of designing the operating model that the programme will deliver. It outlines the concepts of the 'as-is' state, the 'to-be' state, and the step changes required to achieve the target operating model.
What is it?, What is MSP The Benefits management video
A benefit is the measurable improvement resulting from an outcome, which is perceived as an advantage by a stakeholder., Programme introduces transformational change, enabled by a project output and/or transformational activity, this results in a desired outcome., A benefit is the measurable improvement from such an outcome and in turn, these benefits should contribute towards one or more of the organisation's strategic objectives.
Benefits management is the core difference between projects and programmes.
The methodical approach to the management of benefits is closely linked to other governance mechanisms within MSP including the role of the Business Change Manager.
The active exploitation of the opportunities that are offered by the investment in project deliverables is complex, with each benefit having its own profile and a supporting plan to deliver the changes and release the dividend.
Benefits are anticipated when a change is conceived.
Explains how benefits are central to any programme and describes the tools and techniques that can be deployed to ensure the benefits are realized.
Benefits Management should ensure that benefits are identified and defined, that business areas are committed to realising their benefits, that benefits are measured, tracked and recorded, and that there is alignment between the programme's desired benefits and the strategic objectives of the organisation.
The Business Case provides the test of the viability of the programme and justifies the investment in the programme., The Business Case monitors the viability of the programme., It should be used to answer the question "Is the investment in the programme still worth it?", Since this viability question is ongoing, the Business Case is actively maintained throughout the programme and continually updated with new information.
Closely linked to the analysisof benefits, this document provides the SRO and the Sponsoring Group with the information required to support their investment decisions.
The programme Business Case is maintained throughout the life of the programme to provide the Sponsoring Group and Programme Board with confidence that the investment in the programme is worthwhile.
The business case will be in place for all programmes, with MSP highlighting the need for the programme to have an overarching case, and each project having its own business case too.
Describes how the business case will provide the key decision-making information within any programme. It represents the balance between the investment costs and the realizable benefits to be achieved; this helps define the lifecycle of the business case and management controls to be applied.
Planning and Control are fundamental to the success of the programme and should be seen as separate and complimentary concepts., A Programme Plan is developed during the Defining a Programme process and contains many assumptions and estimates.
Planning and control are covered in detail to explain how to develop the programme plan and maintain internal control of the projects to ensure that the programme remains on course., The preparation of the plan requires the analysis of large volumes of data and the consultation with subject matter experts and stakeholders before the distillation of that information into a coherent plan.
Describes the elements that need to be considered to plan, design and deliver the complex set of management activities required to maintain control of the programme, enable project delivery and focus on transition to maintain business as usual during change.
Defining how the capabilities will be delivered.
A risk is an uncertain event or set of events which, should it occur, will have an effect on the achievement of objectives., These effects need not all be detrimental as a risk can be either a threat or an opportunity., The task of Risk Management is to ensure that the programme make a cost-effective use of a Risk Management Process that includes a series of well-defined steps.
Issues are events that have happened, were not planned, are currently affecting the programme in some way and need to be actively dealt with and resolved., Risks, should they occur, become issues., The task of Issue Managmenet is to prevent an issue from threatening the programme's chances of achieving a successful outcome.
Programmes are managed in an uncertain environment and risks will be identified throughout the duration of the programme.
Risk and issue management offers advice and guidance on how to avoid the realization of the events that will cause the programme to fail., It not only focuses on the need to manage threats, but also to exploit opportunities.
Describing mechanisms for managing and tolerating uncertainty, complexity and ambiguity.
Describes how risk and issue management should be applied to the programme to ensure a structured and systematic approach to identifying and controlling risks and issues. Risk management is based on the Management of Risk (M_o_R®) best-practice framework., see M_o_R® mind map, The Risk Process is applied to both threats, which have a negative impact on the programme outcomes, and opportunities, which have a positive or advantageous impact on the programme outcomes.
There are four perspectives of risk management as stated in M_o_R® framework: strategic, programme, operation and project risk.
Quality and assurance management in a programme ensures that stakeholders are satisfied that their planned benefits have the best chance of being realised and will meet their expectations., Ensuring the stakeholders' expectations will be met.
Quality and assurance management describes how there should be optimal management of people, resources, suppliers, processes, assets, information and strategic alignment, and the importance of having an effective quality and assurance strategy to help enable and optimize the achievement of the programme goals.
Describes how quality is applied to the programme, describes the areas and activities that characterize quality in the programme and how assurance should be designed and applied to ensure success.
Quality and assurance management must be an activity that runs continuously throughout the life of a programme and beyond, the focus being on helping the programme with the achievement of the strategic goals.
Image courtesy of the AXELOS Ltd.
Watch: What is MSP® the Transformational Flow video
MSP® programmes are about delivering transformational change, which is achieved through a series of iterative and interrelated steps.
The term Transformational Flow is used to describe a series of 6 processes which guide the programme management team through the programme., Each process may require more than one iteration before the next one begins.
Where the business decides to take a programme approach to an initiative.
Programme Mandate pulls together the high-level, strategic objectives of the programme from the organisation's strategic drivers and relevant policies, plus the outline vision statement., This summary of the objectives is then developed into the Programme Brief, which defines the expected benefits, costs, timescales and risks relating to the proposed programme., This document requires formal approval by the Senior Responsible Owner (SRO) and Sponsoring Group before the programme can move into the next part of the Transformational Flow.
Identifying a Programme takes an outline idea, and undertakes analysis of stakeholders, clarification of the strategic requirements and market consultation to turn it into a business concept that gains strategic support.
Turns the concept into a tangible proposition.
Takes an outline idea, undertakes an analysis of stakeholders and carries out market consultation to turn it into a business concept that gains strategic support.
Develop the Programme Preparation Plan (A.18), The Programme Board is responsible for producing the Programme Brief and developing the Programme Preparation Plan., The Senior Responsible Owner (SRO) is accountable for the production of the Programme Brief and the development of the Programme Preparation Plan.
Activities, Sponsoring the programme, Confirm the Programme Mandate, Appoint the SRO and Programme Board, Produce the Programme Brief, Develop the Programme Preparation Plan, Independent review, Approval to proceed
Where you set up the governance for the programme.
Defining a Programme confirms the vision, undertakes detailed analysis of options and designs the programme infrastructure to deliver, resulting in a business case and strategic commitment., Once the Sponsoring Group refine and approve the Vision Statement, the Programme Board and supporting subject matter experts undertake a number of activities which culminate in the development of a Programme Plan (normally part of the larger and more comprehensive Programme Definition Documentation) and the Programme's Business Case.
Develops the vision and undertakes a detailed analysis of the available options. Designs the programme infrastructure to deliver the capability and realize the benefits, resulting in a compelling business case and strategic commitment.
Provides the basis for deciding whether to proceed or not.
To enable the development of a robust Business Case the process must first consider:, The Blueprint - to understand what capability is required, The Projects Dossier - to enable the estimating of costs, duration and benefits associated with the programme, Validation of Benefits - resulting from the analysis of the benefits and modeling to achieve the optimum result, Governance requirements
Activities, Establish Infrastructure, Establish definition team, Identify and analyze stakeholders, Refine the Vision Statement, Develop the Blueprint, Develop the Benefit Profiles, Model the benefits and refine the profiles, Validate the Benefits, Design the Project Dossier, Identify Tranches, Design the programme organisation, Develop the governance arrangements, Develop the Programme Plan, Develop and confirm Business Case, Consolidate the programme definition, Prepare for first Tranche, Approval to proceed
Where you look after each chunk of a programme. A tranche delivers a step change in capability.
The purpose of the Managing the Tranches process is to implement the defined governance arrangements for the programme., Governance meaning the functions, processes and procedures that define how the programme is set up, managed and controlled.
As the programme progresses, especially at the end of each tranche, it reviews the effectiveness of its governance arrangements and the continued viability of the programme's Business Case.
As the programme progresses, its characteristics are likely to change and so the governance arrangements are often refined as part of the preparation for the next tranche.
Primarily the responsibility of the Programme Manager, Managing the Tranches implements the governance arrangements for the programme to each of the tranches., The activities contained within this process are applied in alignment with the previously defined strategies and plans developed during the Defining a Programme process.
Managing the Tranches describes the cyclical activities involved in managing and proving the coordinating interface between projects, business change and strategic direction.
Describes the cyclical activities involved in managing and improving the coordinating interface between projects, business change and strategic direction.
Implements the defined governance for the programme.
Activities, Establish the Tranche, Direct work, Manage risks and issues, Control and delivery of communciations, Maintain Blueprint / Strategy alignment, Maintain information and asset integrity, Manage people and other resources, Procurement and contracts, Monitor, report and control, Transition and stable operations, Prepare for next Tranche, End of Tranche review and close
Where projects are delivered.
The Delivering the Capability process covers the activities for coordinating and managing project delivery according to the Programme Plan.
Delivery from the Projects Dossier provides the new outputs that enable the capabilities described in the Blueprint., The activities of this process are repeated for each tranche of the programme.
Delivering the Capability explains how the alignment of the projects and other activities that deliver the blueprint will be managed and controlled.
Explains how the alignment of the projects and other activities that deliver the blueprint will be managed and builds the capability to enable the business transformation to achieve the benefits.
Coordinates and manages project delivery according to the Programme Plan.
Activities, Start projects, Engage stakeholders, Align projects with benefits realization, Align projects with programme objectives, Governance: manage and control delivery, Close projects
Where transformation or transition takes place.
The purpose of the Realising the Benefits process is to manage the benefits from their initial identification to their successful realisation., The activities cover monitoring the progress of the projects to ensure the outputs are fit for purpose and can be integrated into operations such that the benefits can be realised.
This process incorporates the planning and management of the transition from old to new ways of working and the achievement of the outcomes, whilst ensuring that the operational stability and performance of the operations are maintained.
The Business Change Manager(s) are responsible for integrating the outputs from the projects into the operational environment and thereby generating the expected benefits.
Realizing the Benefits outlines the preparing, delivering and reviewing activities of transition to take the capability delivered by the projects, and embed it within the business operations to realize the intended benefits.
Outlines the preparation, delivery and review activities required to take the capability delivered by projects and to embed it within the business operations to realize the benefits.
Manages the benefits realisation in the business.
Realizing the Benefits identifies three distinct sets of activities which comprise this process, they are:, Managing Pre-Transition which involves the analysis, preparation and planning for the business change, Managing Transition which includes all the activities involved in the handover and integration of outputs into the business environment, Managing Post-Transition which includes the measurement of benefits
Activities, Manage pre-transition, Manage transition, Manage post-transition
Where you wind down that governance.
The Closing a Programme process is usually undertaken when the Blueprint has been delivered., This means that the capabilities required to achieve the Vision Statement are all implemented, and sufficient benefits have been realised to objectively judge whether the programme has been successful to-date and to be confident that the full benefits of the programme will be delivered in the business-as-usual environment.
The purpose of each of the processes within the Transformational Flow is to ensure that each programme is managed in a consistent manner., The 'Closing a Programme' process is applied to ensure the work of the programme is completed and that any follow-on support and actions are in place to ensure the ongoing realization of the benefits.
Closing a Programme structures the end to the programme, consolidating and embedding the change, closing down all programme activity and completing stakeholder engagement.
Structured end to the programme, consolidating and embedding the change, closing down all programme activity and notifying stakeholders of programme closure.
Recognises the new capabilities and assess the outcomes.
Activities, Confirm ongoing support is in place, Confirm programme closure, Notify programme is about to close, Review programme, Update and finalize programme information, Provide feedback to corporate and governance, Disband programme organisation and functions
A benefits map shows the relationship between outputs, capabilities, outcomes, benefits and the objectives.
A benefits map is important because benefits do not typically happen in isolation, and there are cause and effect relationships between the elements.
The map illustrates a total 'picture' of the changes, shows the inputs for each benefit and how they fit into this total picture.
The benefits map should include any dependencies that are outside the boundary or control of the programme, as they may affect the realization of benefits.
The projects dossier contains a summary description of all the projects that together, through their combined outputs, will deliver the required intermediate and final 'to-be' states as described in the blueprint.
Benefit Profile (A.1), What is it?, A Benefit profile is a document describing a single benefit or dis-benefit, including its attributes and dependencies.
Blueprint (A.5)
Vision Statement (A.28)
Benefits Management Strategy (A.2), The benefits management strategy defines the programme framework for realizing benefits., It sets out the rules of engagement on how to identify, design, monitor and review the benefits management cycle., The strategy should set out what represents a benefit to the organization, specific measures of benefits achievement that are acceptable within the programme, standard ways in which they should be calculated and how to ensure that there is no double-counting of benefits.
Information Management Strategy (A.8)
Issue Management Strategy (A.9), The issue management strategy describes the programme's approach to issue management., The issue management strategy outlines how issues will be identified, categorized, severity-rated and then managed and how change control will be applied, and it includes any specific reference to other strategies that support it., The issue management strategy should contain clear guidance on how issues will be managed across the programme, projects and operations., This will require clear routes through which issues can be escalated to the programme or delegated from the programme to projects or operational areas., A key element to be defined by the issue management strategy will be the change control procedures.
Monitoring and Control Strategy (A.11)
Quality and Assurance Strategy (A.21), Quality and assurance strategy is used to define and establish the activities for managing quality across the programme, A key area of focus for the quality and assurance strategy is to ensure that there is integrated assurance of the programme to avoid having multiple overlapping reviews conducted by different interested parties., Relying on one type of assurance leaves the programme at risk of not seeing opportunities and threats from a more holistic approach.
Resource Management Strategy (A.23)
Risk Management Strategy (A.24), The risk management strategy should clarify how opportunities will be managed, and describe how the interface with the benefits management approach will be handled as defined in the benefits management strategy., The risk management strategy should be clear about how information flows will work in the programme.
Stakeholder Engagement Strategy (A.26), Used to define the framework that will enable effective stakeholder engagement and communication
Benefits Realization Plan (A.4), Is used to track the realization of benefits across the programme and set review controls. A complete view of all the benefits, their dependencies and expected realization timescales and is derived from the benefits map., The Benefits realization plan is developed alongside the Programme plan to ensure alignment and viability
Information Management Plan (A.7), The information management plan sets out the activities and timetable for putting the governance designed in the information management strategy into practice., This will include setting up the filing structures and applying appropriate controls.
Issue Register (A.10)
Programme Communications Plan (A.14), Set out the timetable and arrangements for implementing and managing the stakeholder engagement strategy
Programme Plan (A.17), The programme plan incorporates all other plans (benefit realization plan, transition plan, project dossier, information management plan etc.) into ONE master-plan.
Programme Preparation Plan (A.18)
Quality and Assurance Plan (A.20), Quality and assurance plan set out the timetable and arrangements for carrying out the quality and assurance strategy
Resource Management Plan (A.22)
Risk Register (A.25)
Stakeholder Profiles (A.27)
In most cases organization/company already has a structure that functions as the Sponsoring Group, yet it may be called the Board of Directors or the Senior Management Team or something similar.
responsibilities related to ..., Makes the executivelevel commitment to the programme., Comprises the senior managers who are responsible for the investment in the programme., Has to establish and demonstrate the values and behaviours of the new world., Understands that normal reporting lines probably don't apply, such as individuals from one organizational unit reporting to senior managers from another., Acts as the overarching authority for the programme.
a.k.a. Programme Director
The SRO is one of the members of the Sponsoring Group., Peer member of the Sponsoring Group.
The SRO is responsible for ensuring that the programme meets its objectives and realises the expected benefits.
The individual who fulfils this role should be able to lead the Programme Board with energy and drive, and must be empowered to direct the programme and take decisions.
They must have enough seniority and authority to provide leadership to the programme team, and take on accountability for delivery.
Ensuring that the programme organization has the necessary skills and experience to deliver the change
responsibilities related to ..., Vision, Blueprint, Organisation, Business Case, Planning & Control, Benefits Realization Management, Leadership & Stakeholder Engagement, Engage key stakeholders early and at milestones., Lead engagement with high impact stakeholders., Show visible leadership at key communication events., Ensure creation, implementation and maintenance of Stakeholder Engagement Strategy., Quality & Assurance, Ensure adequate assurance regime in place and approve strategies., Initiate assurance reviews and audits., Risk & Issues, Authorise the Risk and Issue Management Strategies., Initiate assurance reviews and audits., Own strategic risks and issues and ensure mitigation actions dealt with at appropriate senior level.
The Programme Board is established by the SRO, and its prime purpose is to drive the programme forward and deliver the outcomes and benefits.
Members will provide resource and specific commitment to support the SRO who is accountable for the successful delivery of the programme.
Membership includes the Programme Manager and Business Change Managers.
consists of:, Business Change Manager (BCM), Programme Manager (PgM), Senior Responsible Owner (SRO)
The Programme Manager is responsible for the planning, set-up, management and delivery of the programme.
Ensuring all roles have clearly defined responsibilities; Ensuring that the organization design is implemented through the programme lifecycle; Efficiency of resources
responsibilities related to ..., Vision, Blueprint, Organisation, Business Case, Planning & Control, Benefits Realization Management, Leadership & Stakeholder Engagement, Develop and implement Stakeholder Engagement Strategy., Day-to-day implement stakeholder engagement cycle., Develop and maintain Stakeholder Profiles., Control and align project communications activities., Develop, implement and update the Programme Communications Plan., Quality & Assurance, Develop and implement the quality and assurance arrangements., Coordinate delivery of project outputs that are fit for purpose to achieve outcomes and benefits., Initiate assurance reviews of project and supplier performance., Risk & Issues, Develop and implement risk & issue strategies and configuration management system., Design and manage risk and issue management cycles., Assure adherence to risk management principles., Allocate risks and issue., Own programme-level risks and issues., Escalate items that cross programme boundaries to SRO.
The Business Change Manager(s) role is responsible for benefit management., This includes implementation and embedding of the new capabilities delivered by the projects.
responsibilities related to ..., Vision, Blueprint, Organisation, Business Case, Planning & Control, Benefits Realization Management, Leadership & Stakeholder Engagement, Actively engage and lead business area through transition, generating confidence and buy-in., Take responsibility for engagement in their business area., Communicate with stakeholders to identify new benefits and ways of realising benefits., Deliver key communications to their business operations., Quality & Assurance, Implements transitioning, realizing and review of benefits., Implement business changes lessons learned., Risk & Issues, Manage and coordinate resolution of risks to operational performance and benefits achievement., Ensure the Risk Management cycle includes operational risk., Manage risks impacting business performance and transition.
The Programme Office has two distinct roles:, Providing support for the programme(s), Providing assurance and governance across the programmes
Is a conscience and support body for the SRO and programme board
Can offer assistance from administration to expertise and specialist activities
Based on their expertise and experience can help, coach and mentor less-experienced programme and project personnel
responsibilities related to ..., Vision, Blueprint, Organisation, Business Case, Planning & Control, Benefits Realization Management, Leadership & Stakeholder Engagement, Maintain stakeholder information., Maintain communication activity audit trail., Collate, log and process feedback., Quality & Assurance, Establish and maintain the programme's quality and assurance plan and information management plan, Provide information to support assurance reviews., Risk & Issues, Maintain programme risk and issue registers., Maintain configuration management system.
responsibilities related to ..., Quality & Assurance, Audit, compliance, design authority, business and systems architects, testers, standards expertise etc.
Copyright © AXELOS Limited.
Published: 2011
Pages: 318
The most important, key position on MSP® preparing for exams Foundation, Practitioner and Advanced Practitioner.
Published: 2005
Pages: 25
Old, not updated to newest MSP® version!
Published: 2014
Published: 2013
Pages: 155
Published: 2010
Pages: 124
Published: 2007
Pages: 139
Published: 2010
Old (MSP 2007® version), not updated to newest MSP® version!
Copyright © AXELOS Limited.
MSP® Foundation, http://online.apmg-exams.com/index.aspx?subid=48&masterid=12
MSP® Practitioner, http://online.apmg-exams.com/index.aspx?subid=112&masterid=12
EN, http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=756&sID=284
PL, http://www.msp-officialsite.com/nmsruntime/saveasdialog.aspx?lID=766&sID=284
Managing Successful Programmes (MSP®): A basic overview, http://www.axelos.com/gempdf/MSP_A_Basic_Overview_White_Paper_Dec11.pdf
Transition into business as usual, http://www.axelos.com/gempdf/Transition_into_Business_as_Usual_white_paper_v1.pdf
How do organizations benefi t from using the Managing Successful Programmes framework?, http://www.axelos.com/gempdf/MSP_Framework_benefits_White_Paper_Dec11.pdf
Published: 2006
Pages: 254
Publication is based on older version of MSP - version 2
Published: 2014
Pages: 408
Image courtesy of the AXELOS Ltd.
Programmes exist in the tension zone between the strategic direction of the organization, the delivery of change capability by projects and the need to maintain business performance and stability while realizing and exploiting the benefits from the investments.
The focus is on engaging and managing the environment within which it operates and reacting to opportunities and challenges rather than insulating itself, resisting change and focusing on internal delivery.
MSP® Principles, outer ring, The principles of programme management have been distilled into 7 features which form the foundation of the framework., The Principles in MSP® advise how to:, Organise personnel to ensure responsibilities and lines of communication are clear, Manage the business case development and delivery, Plan the work in a way which achieves results, Ensure that the organisation benefits from undertaking the programme, Ensure that all interested parties (the stakeholders) are involved, Resolve issues which arise, Identify and manage risks, Ensure quality, Keep up to date information which tracks the continually changing environment, Audit a programme to ensure standards are being followed to achieve AXELOS approval
MSP® Governance Themes, inner ring, 9 Governance Themes represent topics which need to be addressed throughout the life of the programme. It is the control framework which enables the programme to deliver and ensures there is visibility for stakeholders.
MSP® Transformation Flow (for simplicity programme lifecycle), inner circle, The term Transformational Flow is used to describe a series of 6 processes which guide the programme management team through the programme., a.k.a. MSP® Programme Lifecycle, The Principles in MSP® describe how to:, Identify the aim of the programme and envisaged benefits to the organisation, Define the programme, and specify how the organisation will be different afterwards, Establish the programme Governance processes, Monitor and co-ordinate the projects within a programme to a successful conclusion, Manage the transition between the 'old' and 'new' ways of working, always ensuring benefit, Close the programme and ensure the 'end goal' has been achieved
Portfolio Management, A coordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual (BAU).
Programme Management, The action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business.
Project Management, The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.
Portfolio, An organization's change portfolio is the totality of its investment (or segment thereof) in the changes required to achieve its strategic objectives.
Programme, A programme is a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives., 3 types of programmes, Vision-led programme, Clear vision owned by senior management, Top-down approach, Cross-functional implications, Innovation or strategic opportunities, Political priorities in public sector, Entrepreneurial programmes developing new service and products In public sector, translation of political priorities, Emergent programme, Evolves from concurrent uncoordinated projects, Coordination needed to deliver changes and benefits, Transitory - becomes planned when vision and direction established, Compliance programme, 'Must do' programme, Organization has no choice but to change, Outcomes are compliance achievement
Project, A temporary organization, usually existing for a much shorter time than a programme, which will deliver one or more outputs in accordance with a specific business case., A particular project may or may not be part of a programme., Whereas programmes deal with outcomes, projects deal with outputs., 5 types of projects, Compulsory project, Not-for-profit project, Evolving (Agile, RUP) project, Customer/supplier project, Multi-organization project
Programme outputs, capabilities, outcomes and benefits are interrelated, and corporate objectives are not achieved by accident., A benefits map (A.3) shows the relationship between outputs, capabilities, outcomes, benefits and the objectives., It is important for programmes to carefully model the flow between these elements and monitor and manage their interdependencies thoroughly.
Output, The deliverable, or output developed by a project from a planned activity. Any project's specialists products. (tangible or intangible), e.g., A new just-in-time stock control system, A new IT system, Staff training programme, Revised process
Capability, The completed set of project outputs required to deliver an outcome; exists prior to transition., e.g., The combination of the outputs ready to 'go live'.
Outcome, A new operational state achieved after transition of the capability into live operations. Result of the change derived fron USING the project's outputs., e.g., The right materials are available, at the right time, and in the right place
Benefit, The MEASURABLE improvement resulting from an OUTCOME perceived as an ADVANTAGE by ONE or MORE of stakeholders, which contributes towards one or more organizational objectives(s)., e.g., Fewer stock-outs and consequent interruptions to production., Reduced obsolescent stock and hence lower write-offs., Reduced stock holdings and so less working capital tied up.
Dis-benefit, A measurable decline resulting from an outcome perceived as negative by one or more stakeholders, which detracts from one of more organizational objective(s)., An outcome perceived as NEGATIVE by ONE or MORE stakeholders., Dis-benefits are actual consequences not risks.
A programme is bigger than a project., Bigger change initiatives are more likely to affect the whole organization and its future direction.
A programme has a vision of an end state., Pogramme is driven by Vision, defined in Vision Statement (A.28)
A programme's end state may be some distance in the future and therefore it involves uncertainty: no path is defined to that end state., This end state in MSP is called Blueprint (A.5)
A programme can involve changing culture, working practices, business operations and services as well as delivering outputs (via projects).
A programme needs to co-ordinate the output delivery from a number of projects so that benefits can be realized during the programme and afterwards.
A programme may give you an opportunity to include infrastructure projects that don't directly deliver benefits.
A programme's timescale is longer, possibly much longer, than a project's.
"A programme is a temporary, flexible organization structure created to co-ordinate, direct and oversee the implementation of a set of related projects and transformational activities. Its aim is to deliver outcomes and benefits related to the organization's strategic objectives."
Vision-led programme, Clear vision owned by senior management, Top-down approach, Cross-functional implications, Innovation or strategic opportunities, Political priorities in public sector, Entrepreneurial programmes developing new service and products In public sector, translation of political priorities
Emergent programme, Evolves from concurrent uncoordinated projects, Coordination needed to deliver changes and benefits, Transitory - becomes planned when vision and direction established
Compliance programme, 'Must do' programme, Organization has no choice but to change, Outcomes are compliance achievement
Solutions developed and delivered by dossier of projects.
Transformation activities to transition solutions into business operation.
Maintain performance and effectiveness.
Tranches with review points to monitor progress & performance.
Integrate & reconcile competing resource demands.
Managing the programme does not mean micro-management of the projects within it.


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Antibodies, proteins, and reagents for all your cancer research needs
Cancer is a complex multi-factorial disease; its development is triggered by a combination of genetic and environmental factors. Important hereditary factors include mutations in proto-oncogenes, tumor suppressor genes, and DNA damage repair components. Over the past decades much progress has been made in identifying fundamental cancer-predisposing mutations, such as those occurring in members of the BRCA gene family, and developing robust predictive genetic tests. Screening tests, such as mammography and PAP/HPV, have enabled the detection of early stage cancers thereby contributing to the reduction of cancer deaths (NIH 2015).
Although much progress has been made in terms of both cancer treatment and prevention, cancer still remains a global killer. According to the WHO, "Cancers figure among the leading causes of morbidity and mortality worldwide, with approximately 14 million new cases and 8.2 million cancer related deaths in 2012. The number of new cases is expected to rise by about 70% over the next 2 decades (WHO 2015)." Based on these statistics both basic and translational cancer research continue to be of the utmost importance.
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text:
How To Apply - New and Returning applicants
Persons interested in the Radiography program must first apply to the college. Please visit http://www.nwfsc.edu/Students/Enrollment/Admissions/apply_online.cfm to apply. Additionally, in order to be a part of the radiography Application Pool, students MUST declare radiography as their intended major on the online admissions application- each application cycle.
Additionally, please be sure to review the ARRT Ethics section, The radiography courses section, the weighted point section, and the HESI A2 Radiography Admission Exam section.*
*Please note that you are not required to complete the HESI Exam before applying to the program. If you have any questions or concerns about the application process, please contact us at 850-729-6444.


text:
ED Magedson – Founder
Ripoff Report
Cybersonic & Rbt. UlrichAmden Corp. 27132B Paseo Espada, Bldg1200, Suite 1225 San Juan Capistrono, California U.S.A.
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text:
Behind Closed WallsMature
Bang bang bang ... bang! The wall fairly quivered from a rain of blows coming from the other side of the wall. Roy stared at it with a sour look on his face.
"Come on Marianne, really? Walling up a pretty young maiden is soooooo last century... or three. Let her out," Bert said.
"No." Marianne folded her arms and took a stubborn stance with her lips puckered like she'd just been sucking lemons.
"I'll get her out," Bert grinned eagerly as he gripped his solid leather night stick with both hands. The young cop was never so happy as when he got to do something violent. He pulled the stick back over his shoulder, ran forward and gave the wall a solid WHACK. The billy club as it's sometimes known, took on a life of its own and bounced off the wall - right into Bert's groin. The young cop doubled over, fell to his knees, and screeched bloody blue murder.
"Tsk tsk tsk," Roy clicked his tongue as he rolled his eyes in annoyance. "Rapunzel was walled up with magic. Only magic will get her out," he said.
"You might have mentioned that before I was crippled," Bert groaned.
"You didn't give me a chance. You just bungled ahead. Stop whining. You're not permanently damaged. The stick only hit you once. It could have turned on you and beat you senseless."
"Well that's a happy thought, now isn't it?" Bert grumbled as he painfully got to his feet. "What do we do now?"
"We make the old witch let her out. Wait - hold that thought."
Roy turned so fast that it was almost a spin. He caught Marianne by the collar just as she started to climb out the window on Rapunzel's braided rope of hair. He hauled her back into the room kicking and spitting threats.
"I'll turn you into a toad ... or a badger ... or ... or ... or ... a politician."
"If you were able to do that, you would have done so already. I'll ask nicely, now. Will you please let Rapunzel out of her walled up cage?" Roy said.
"No. You can't make me."
"Wanna bet? We'll just use you as a battering ram. You seem to be hard headed enough to break through. Bert, take her feet. I'll take her around the middle and pin down her arms."
Bert made a move toward the old woman, crouching down in order to grab her ankles.
"No, wait!" she yelled.


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Recall -- Firm Press Release
FDA posts press releases and other notices of recalls and market withdrawals from the firms involved as a service to consumers, the media, and other interested parties. FDA does not endorse either the product or the company.
Updated Release By Snoqualmie Gourmet Ice Cream, Inc. Voluntarily Recalls Ice Cream, Gelato, Custard And Sorbet Because Of Possible Health Risk
FOR IMMEDIATE RELEASE — December 24, 2014 — Snohomish, WA — Snoqualmie Gourmet Ice Cream, Inc. has issued a voluntary recall of all ice cream, gelato, custard and sorbet for all flavors and container sizes produced on or after January 1, 2014 until December 15, 2014 because these products have the potential to be contaminated with Listeria monocytogenes.
Listeria monocytogenes is an organism that can cause serious and sometimes fatal infections in young children, frail or elderly people, and others with weakened immune systems. Although healthy individuals may suffer only short-term symptoms such as high fever, severe headache, stiffness, nausea, abdominal pain and diarrhea, Listeria infection can cause miscarriages and stillbirths among pregnant women.
The ice cream, gelato, custard and sorbet were distributed in Arizona, Idaho, California, Oregon, and Washington may have been further distributed and sold in various retail outlets in Alaska, Colorado, Montana, Nevada, New Mexico, North Dakota, Texas, Utah, and Wyoming.
The products are labeled Snoqualmie Ice Cream, Snoqualmie Gelato, Snoqualmie Custard, Snoqualmie Sorbet or Emerald & Spruce Ice Cream or Top Pot Hand Forged Ice Cream and have a production date code located on the bottom of the container. The date codes included either end in "4", e.g. XXX4 (pints and cups) or are listed by date: January 1, 2014 through December 15, 2014 (trays & tubs).
The voluntary recall was initiated based on the confirmation positive result of Listeria monocytogenes in the samples collected within the production facility and ice cream products that were analyzed by Washington State Department of Agriculture (WSDA). The company is working with the FDA and WSDA to investigate the root cause.
The Washington State Department of Health and local health disease investigators and the state Public Health Laboratories have today linked two Listeria illnesses to products recalled by Snoqualmie Gourmet Ice Cream Company. We understand both persons were hospitalized and are now recovering.
This voluntary recall is being made with the knowledge of the U.S. Food and Drug Administration and the WSDA.
Customers who have purchased the affected product should dispose of it or return it to the place of purchase where they will receive a refund. Consumers with questions or concern may call Snoqualmie Gourmet Ice Cream, Inc. at 213-316-8323 during normal hours of operations (Monday-Friday 9:00am-4:00pm PST).
RSS Feed for FDA Recalls Information [what's this?]


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Gillian Low, headteacher of The Lady Eleanor Holles School in Hampton, said teachers should give more support to pupils who are at the top of their game in sports clubs outside school. It comes as more than 400 of the country's best schoolgirl sports stars will meet for the first time at a conference in London.
Sally Gunnell and Gabby Logan will speak at the motivational event for elite sportswomen at the Hampton school tomorrow.
Mrs Low said: "Schools should be helpful for students needing to take time off school. Where a girl has a talent we should be doing everything to enable her to fulfil her ambitions."Reuse content


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Gang-Related News Articles
Welcome to the Gang-Related News Articles page. This page provides a list of articles pertaining to gangs and gang-related activities from various U.S. and Canadian news sources. A link to the source of each article is provided. The list of articles can be refined by date and limited to a specific state or Canadian province or territory using the control below.
Kennewick man allegedly gets in middle of gang fight (Kennewick, WA) : An 18-year-old Kennewick man was arrested after getting severely cut on his hand while reportedly jumping into a gang fight in Underwood Park.
Source: The News Tribune Date: June 28, 2011
Police declare war on gun violence (Toledo, OH): After eight shootings last weekend that topped off a particularly violent June, Toledo police have issued a departmentwide notice requesting that officers join a new task force aimed at getting guns off the streets.
Source: The Blade Date: June 28, 2011
Three men shot in Springfield, police eye gang ties (Springfield, MA): Three young men who were shot in what Springfield police are describing as a gang-related incident are expected to recover.
Source: Boston Herald Date: June 28, 2011
Gang intervention program calls for more support (Venice, CA) : In the wake of a shooting last week in which two young men were killed and another injured, the co-founder of a local gang intervention program says it needs more support from the Venice community.
Source: VenicePatch Date: June 28, 2011
Gang affiliated nightclub given new lease on life (Charlotte, NC): A troubled north Charlotte nightclub is about to be given a new lease on life. Charlotte-Mecklenburg Police said that Mi-Cabana's on Eastway Drive will open soon. A year ago the club was shut down because of its link to gang violence.
Source: WCNC 6 News Date: June 28, 2011
Cops: Shooting of toddler was gang related (Boston, MA): Last night's shooting of a 4-year-old boy at Harambee Park in Dorchester appears to be gang related, said Boston Police Commissioner Edward Davis.
Source: Boston Herald Date: June 28, 2011
Rare doctrine invoked to charge San Jose gang member with murdering friend (San Jose, CA): Daniel Pena didn't fire the kill shot that blasted through his close friend Alvaro Galindo's left eye -- rival San Jose gangbangers did.
Source: San Jose Mercury News Date: June 28, 2011
Richmond soccer coach helps kids avoid gang life (Richmond, CA): The way Diego Garcia sees it, once you've gotten in as deep as he was, you never really escape the gang. All you can do is change your lifestyle. For Garcia, a .45-caliber bullet to the chest made that decision easy.
Source: Contra Costa Times Date: June 27, 2011
Shot Bluffton teen might have been recruited by gang, sheriff says (Bluffton, SC) : A 13-year-old boy shot to death early Sunday at a home in Bluffton's Grande Oaks neighborhood might have been recruited into a gang by the teen who allegedly shot him, according to Beaufort County Sheriff P.J. Tanner.
Source: The Island Packet Date: June 27, 2011
Police arrest 19-year-old in Caribbean festival shootings (Washignton, DC): A fatal shooting near the D.C. Caribbean Carnival this weekend has been blamed on gang violence, and city police have arrested one of the people shot on a murder charge.
Source: WTOP News Date: June 27, 2011
Police say gangs are more social media savvy (Rockville, MD): Montgomery County Police say more local gangs are using social media to communicate with others, even coordinating criminal activity.
Source: WUSA 9 News Date: June 27, 2011
Four men shot in Long Beach (Long Beach, CA): A gang-related shooting in Long Beach Sunday led to four men being wounded, though none of them suffered life-threatening injuries, police officials said.
Source: BelmontShore-NaplesPatch Date: June 26, 2011
DC-area gangs younger, violent and tech-savvy (Washington, DC): Criminal gangs in the area are increasingly relying on new technology to abet their felonies -- coordinating with fellow gang members on Twitter and Facebook, posting videotapes of their exploits on YouTube, and receiving orders through conference calls with bosses in Salvadoran prisons.
Source: The Washington Examiner Date: June 26, 2011
Judge signals he'll OK Fruitvale gang injunction (Oakland, CA): An Alameda County judge signaled Friday that he will approve Oakland's second gang injunction, a legal order that would prohibit five alleged Norteños from gathering in the city's Fruitvale neighborhood.
Source: San Francisco Chronicle Date: June 25, 2011
Where gangs collide in Lodi: A rash of violence in a 50-block area (Lodi, CA): Gang-related violence has exploded in Lodi since mid-May. But the shootings, stabbings, brandishings and assaults have not been randomly spread throughout town.
Source: Lodi News-Sentinel Date: June 25, 2011
Multiple victims in TL "gang-related" shooting (San Francisco, CA): As many as five people were sent to hospital this evening following a multiple shooting gunfight at Jones and Market streets in the Tenderloin neighborhood of San Francisco, an area known for narcotics dealing.
Source: Fog City Journal Date: June 25, 2011
Fatal shooting in Surrey gang-related (Surrey, BC): A 24-year-old Vancouver man who police say was well known to them was shot and killed late Friday afternoon in North Surrey. Police said the killing "appears to be targeted and gang-related."
Source: Toronto Sun Date: June 25, 2011
Community meeting to be held Tuesday at Board Auditorium on proposed gang policy (Hagerstown, MD): Washington County Public Schools will hold a community meeting on Tuesday afternoon on a proposed policy that would address gangs, gang activity and similar destructive or illegal group behavior in schools.
Source: The Herald-Mail Date: June 25, 2011
L.A. officials set to announce expanded anti-gang Summer Night Lights program (Los Angeles, CA): This summer, nights in Los Angeles will be a little brighter than in years past. At a news conference on Friday, officials will announce the expansion of the Summer Night Lights program, which keeps parks in gang-plagued communities open during the late evening, when most violent crimes occur.
Source: Los Angeles Times Date: June 24, 2011
Catawba crack house bust nets gang member (Catawba, NC): A pair of SWAT teams raided two suspected crack houses in Catawba simultaneously at 6 a.m. Friday. The Catawba street gang known as the Cat Town Boys was the raid's targets.
Source: Hickory Daily Record Date: June 24, 2011
Disclaimer: The news items and links are provided as an informational resource to you. Each of the linked Web page providers has its own policies and practices regarding how long a link to its news item is available before it is archived or a fee is charged. Also, some of the sites require users to register in order to access materials. We do not guarantee the accuracy, currency, content, or quality of any linked Web site information, nor whether a link from the Web site may take the user to unintended or objectionable content. Please contact us to report any problems. Thank you.


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Bahrain International Circuit is proud to announce more details on the launch of the BMW WilliamsF1 Team in early January. The Anglo-German team will present its new driver line-up as well as its new livery for the 2005 FIA F1 World Championship...
Bahrain International Circuit is proud to announce more details on the launch of the BMW WilliamsF1 Team in early January.
The Anglo-German team will present its new driver line-up as well as its new livery for the 2005 FIA F1 World Championship at the Bahrain International Circuit, the home of Formula One in the Middle East region on January 6 and 7, 2005.
The Bahrain International Circuit at Sakhir is the most technologically-advanced race track in the world and it is fitting that the BMW WilliamsF1 Team, one of Formula One's leading teams, has chosen this venue to inaugurate its 2005 Season.
Martin Whitaker, General Manager of the Bahrain International Circuit is delighted to welcome the BMW WilliamsF1 Team: "This is the first time ever a Formula One team has come to the Middle East to launch its driver line-up and livery and we are delighted that they have chosen Bahrain for such a prestigious event."
"Bahrain is now universally recognised as the home of motorsport in the Middle East and having the BMW WilliamsF1 Team with us for this event endorses the reputation that the circuit is building not just in Formula One but across the broad spectrum of motorsport and underlines the calibre of activities that we are now undertaking. We are very much looking forward to hosting the BMW WilliamsF1 Team launch in early January."
One of the reasons for choosing the Bahrain track as the launch venue is the circuit's ability to organise prestigious events of this nature, as well as its geographical location and its excellent climate in the month of January. The BMW WilliamsF1 launch adds to the circuit's increasing portfolio of motorsport events including the Gulf Air Bahrain Grand Prix, the FIA GT Championship, the FIA European Drag Racing Championship and the Bahrain F3 SuperPrix.
Moreover, the circuit benefits from one of the most impressive settings of any race track in the world. The visual appeal of the landscape will meet the BMW WilliamsF1 Team's requirement to produce video material with an added dimension. This material will be syndicated and seen around the world.
"We were very impressed with the circuit in Bahrain last year," said Sir Frank Williams, BMW WilliamsF1 Team Principal. "The facilities are really first-class and provide the necessary confidence that all of the demands of staging an international event overseas will be met and surpassed. The Bahrain International Circuit provides not only the infrastructure, but also the know-how to do this and it is the primary rationale for launching the 2005 team line-up and livery here."


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Why would I get an IgG Test?
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Emily Harmon High
Do you remember the eleventh grade?
Of course you do.
The eleventh is notoriously famous for being the most awkward of grades. It's a universal constant, like the Compton wavelength or bad acne on photo day. High school is a tough place for any kid to find his or herself.
The cafeteria was a taxonomical playground. The general cliché that one sees in really bad Hollywood movies is that high schools are divided into easily identifiable cliques at lunch time. "Over there, you've got your jocks. Over there, your nerds. That table was for the stoners. That one was for the foreign kids." Sound familiar? It's not too far off from the truth, actually.
Well the Emily Harmon High cafeteria had a table full of tall, fit, well-groomed men sitting with short, thin, smiling pretty girls. It's safe to say those are mostly your jocks, or at the very least, people who could be if they wanted to.
Yes, there was a table full of generally less handsome males usually at least one or two t-shirts relating to some form of science fiction or fantasy. At least one person at this table will be noticeably overweight and one person will be noticeably underweight and both will be very self-conscious about it. They might take great offence if you label them the nerd table, which shows the power the word has had over their lives.
There was a table for people who carved Nine Inch Nails lyrics into things and a table for people who wore dark makeup and pretended to be vampires.
There was a table for people who all worked together at McDonald's and a table for people who were all in the school band.
So while it was true that in reality there were several 'jocks' who don't mind hanging out with 'nerds', plenty of 'poor kids' hang out with the 'rich snobs', 'stoners' who are good at math and 'geeks' who played soccer…you couldn't escape the feeling that whenever you that cafeteria, you knew exactly where others expected you to sit, and so you did.


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I'm 66 and a happy person. But I look sad because of the lines going down from the corners of my mouth to each side of my chin. I also have little pockets of fat on each side along my jaw line. Guess this is all normal, but I'm tired of hiding behind my long hair. I'm afraid of a face lift, and have read that a lower face lift does not take care of the Marionette lines anyway. What to do? Thank you
Is a Facelift the Only Answer for Marionette Lines and Jowls?
Doctor Answers 93
Solution for Marionette (Puppet or Drool) lines and Jowls
A successful solution and treatment are always based on proper diagnosis. For this reason, a picture would have made answering your question much easier and applicable to your situation.
Young people do NOT have nose to mouth (Nasolabial) lines or corner of mouth to jaw (Marionette, Puppet or Drool) lines, these come on with age.
As we age, our facial bones become smaller resulting in the scenario of the same table cloth (IE skin) covering an ever shrinking table - as a result, less of the teeth are showing and the skin sags. But the sagging is not uniform. Instead, it is seen most where there is active sagging of the skin AROUND the points of fixation of the skin to the skull which happen to be just central to these lines. The result of this tectonic plate like skin movement is that the saggin stops at these points with heaping of the skin over them causing the folds.
1. FILL the valleys (Fat,Restylane, Perlane, Juverderm etc)
2. Fill the face with fat to make up for the bone resorption to "take up the slack"
3. EXCISE the valleys (leaving permanent scars where the valleys were (rarely done)
4. Correct the sagging by lifting and replacing the skin where it belongs (Facelift with vector pulling of the areas just in front of the folds
Which is THE treatment for you? It would depend on YOUR presentation and your willingness to accept a less than perfect result but with a lot lower risks and vice versa.
Facelift only answer for marionette lines and jowls
A well performed facelift is the best procedure to treat sagging and puffy jowls as well as the associated sagging skin and soft tissues of the neck. At your age,
most people have, to a greater or lesser degree, the findings of laxity of the skin
and soft tissues of the face and neck.
These findings are amenable to a facelift that will provide redraping with significantly improved contours. Unfortunately, surgery to treat the marionette lines is often far from successful. In some cases, there may be some degree of improvement but I would not recommend having a facelift specifically to treat these marionette lines. The best treatment for these depressions is the use of appropriate fillers.
Options for jowls and marionette lines.
A lower face lift with either a chin implant or fat injections and perhaps precise jowl liposuction are a reasonable and relatively low risk approach to managing jowls and marionette lines. Your other options are fillers. I generally am not impressed by the results of skin tightening lasers and believe they achieve only a subtle change.
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Jowls and facelift procedures
Marionette line solutions
The simplest answer is for injections of filler, either hyaluronic acid products like restylane or juvederm, or calcium based products like radiesse. these are temporary though, so some patients then consider fat transfer as a more permanent solution. But in many cases that just leaves patients with a full, jowly chipmunk appearance. So that is why a facelift of some type is a better solution.
Facelifts have lots of names, and mean different things in different offices. So whether its a minifacelift, lower facelift, neck lift, or facelift is hard to distinguish. The main thing to keep in mind is that more release means more improvement and longevity to the surgical result. With that in mind, you would need to talk to your surgeon about what is the best facelift in his or her hands to improve your situation.
And I would also agree with some of the other surgeons that the best solution may also include some form of volume in the fold as well. Chin implant, prejowl chin implant, fat, portions of tissue normally discarded from the facelift (fat, SMAS) , or post op fillers all have merit.
Title: Combination of a Lower Face Lift with Facial Fillers
Jowls and Marionette lines, do they require a facelift?
- Marionette lines and early jowls can often by improved with non-surgical treatments including fillers and volume augmentation. The advantage of non-surgical treatments is a fast recovery and minimal downtime. However there is a point at which jowls will be accompanied with lose skin and sagging and this will require more than fillers along. The downside of fillers is that they have a relatively short lived effect of 6-12months, some care is required to avoid over-filling the face that can look unnatural.
- Significant jowls with loose skin will require a facelift to achieve the best possible result. The time frame most often provided when patients ask how long the results of a SMAS or deep plane facelift will last is 8 to 10 years. This number can, however, is just a generalization and can vary significantly from patient to patient. Factors that can affect the results of your facelift surgery include skin elasticity, genetics, sun exposure, and the experience/expertise of the surgeon who performed your surgery. It is common for facelift patients to consider additional surgery to touch-up and maintain the results of their original facelift once it is appropriate.
Marionette lines are best treated with filler. A facelift can help too.
Web reference: http://swansoncenter.com/content/ideal-facelift/procedures/face-lift/patient-photographs.asp
Marionette Lines and Jowls Options?
There are a number of surgical and non-surgical options that can improve one's cosmetic appearance: fillers, skin-tightening procedures, lasers, fat contouring, and face lifts. Each
has benefits and drawbacks. Mini procedures do not produce the long lasting maximum improvement that is achieved with a natural appearing artistically performed lift performed by an expert experienced plastic surgeon. That is achieved by a combination of elevating the sagging tissues, removing the excess skin, contouring the fat, and adding micro-fat grafts or fillers where there is a deficiency.
Keep in mind, that following the exact advice from a surgeon on this or any other website who proposes to tell you what to do without examining you, physically feeling the tissue, assessing your desired outcome, taking a full medical history, and discussing the pros and cons of the proposed operative procedure may not be in your best interest. I would suggest you find a plastic surgeon certified by the American Board of Plastic Surgery and ideally a member of the American Society for Aesthetic Plastic Surgery (ASAPS) that you trust and are comfortable with. You should discuss your concerns with that surgeon in person.
Robert Singer, MD FACS
La Jolla, California
Mini Face Lift and Face Lifting best option for Marionette lines and Jowls
The short answer is that Mini Face Lift (e.g. Lite Lift, MACS lift, Quick lift and others) and Face Lifting are the best options for Marionette lines and Jowls. Placement of filler at the same time in the pre- jowl area (depression between chin and jowl) is also helpful in the right person
Web reference: http://pacificcenterplasticsurgery.com/2011/11/29/minimal-scar-facelift-surgery-lite-lift/
These answers are for educational purposes and should not be relied upon as a substitute for medical advice you may receive from your physician. If you have a medical emergency, please call 911. These answers do not constitute or initiate a patient/doctor relationship.


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I'm a Freelance Multimedia Sports Journalist. Broadcaster on 95.9 WATD FM on Boston's South Shore ~ Host of Goldie's Hot Sheet and Goldie's Golf Getawaysand Creator Goldie Bounce Golf
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Tirunelveli, Jan 27: At least 15 pilgrims were killed and 5 injured as a van collided with a milk van in the wee hours near Tirunelveli on Tuesday, Jan 27. There were 19 people in the van. The milk van hit the van at Sankar Nagar at 3 am.
13 people died on the spot and two people succumbed to the injuries at Tirunelveli Medical College Hospital. The accident occurred when the pilgrims were returning home after visiting a temple in Kumbakonam. Police suspects that the driver of the van was speeding when the mishap took place.
OneIndia News (With inputs from Agencies)


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Czech trialist shines for Saints
By Tom Adams
Last Updated: 01/01/70 1:00am
George Burley admits he has been impressed by Czech hopeful Mario Licka.
Southampton manager George Burley admits he has been impressed by Czech trialist Mario Licka.
The midfielder, who spent a trial spell with West Ham last summer, played the full 90 minutes for The Saints in a 1-1 draw with Bristol City on Tuesday night.
Licka's current contract with FC Slovacko is due to expire imminently, and the 24-year-old has taken advantage of the chance to impress at St. Mary's.
Burley admits he has taken a shine to the Czech hopeful, and that he will continue to run the rule over the midfielder as he looks for further reinforcements.
"Mario did well," Burley told the Daily Echo.
"He showed a lot of energy, worked hard and it certainly was a good performance.
"He is on a free transfer and we'll keep looking at him."
Licka has previously played for Italian outfit Livorno and Czech side Banik Ostrava, before coming to England in a bid to further his career.


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Hogan Lovells 'under-45' board policy may highlight generation gap in aspirations
Has the next generation of managing partners already lost interest in private practice? In a recent Eversheds survey of 1,800 lawyers aged between 23 and 40, 39 per cent say they feel the partnership model is out of date. In fact, the majority of the younger ones in the group – 65 per cent of those aged between 26 and 30 – do not aspire to become partners at all.
Research by the iOpener Institute might explain why. This shows that the so-called 'Generation Y' demographic – those born after the early 1980s – have a very different attitude to work than the baby boom generation who make up the majority of senior management at present.
Generation Y values job fulfilment over financial reward, claims the study, and they need to feel their work has a strong economic or social purpose.
This could be one reason the partnership model has dropped out of favour with the next generation, who are more likely to prioritise job fulfilment (more than a third of respondents in the Eversheds survey say flexible working is "crucial" to their future) than financial gain.
But while there is something to be said for keeping up with the youngsters, Hogan Lovells' creation of an 'under-45' board policy might not be the answer.
"There are plenty of managing partners who were promoted to the role in their 30s and 40s," highlights one partner. "There's no need for age quotas."
Still, the junior ones might ask, Y not?


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- Graham was nominated for the Peter Brook Award 2012 for The Caucasian Chalk Circle for New Rep
- Graham was nominated for Best Director 2013 by BroadwayWorldUK, for The Spring Tide (World Premiere) at The Old Red Lion
Forthcoming Projects
- Peter Pan (Stiles and Drewe musical) @ 88 London Road, Brighton. Runs June 14th - July 9th
- Stop The World I Want To Get Off @ LIPA 10th October - 12th November
- Salvation Army Charity Concert @ Royal Albert Hall 24th November
- What The Ladybird Heard (International Childrens Tour for Kenny Wax.)
- Raising Martha (World Premiere of a new comedy by David Spicer) @ Park Theatre, London. Runs Jan/Feb dates TBC
- Graham is writing a musical The Colonel's Lady based on a short story by Somerset Maugham and hopes to have a first draft in place by the end of 2016.


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Find Hotels in Dead Sea
Dead Sea Hotels and Accommodations
Search, compare and book cheap Dead Sea hotels. Find your ideal Dead Sea hotel at a great price. Browse reviews, photos and locate your Dead Sea hotel on the map. Whether you are a budget or luxury traveller, or looking for a Dead Sea accommodation on a business trip, ZUJI gives you the choice and flexibility so that your memorable stay at Dead Sea begins here. We know how much a hassle-free booking, instant confirmation and having 24/7 customer support means to you. So look no further. Book cheap Dead Sea hotels with ZUJI today.


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Death Benefit
€ 5,49
Bisher € 6,49
epub eBook
Sofort lieferbar (Download)
Februar 2012
BeschreibungPia Grazdani is an exceptional yet aloof medical student working closely with Columbia University Medical Center's premier scientist. Their cutting edge research could revolutionize health care; creating replacement organs. Thorough her work with the brilliant molecular geneticist Dr Tobias Rothman, Pia knows she will not only be given the chance to fulfil her professional ambitions - but also maybe finally all push aside memories of her difficult, abusive childhood.
However, tragedy strikes in the lab. Pia, with the help of infatuated classmate George Wilson, launches an investigation into the unforeseen calamity in the hospital's supposedly secure biosafety lab.
Meanwhile, two ex-Wall Street whiz-kids think they have found another lodestone in the nation's multi-trillion dollar life insurance industry, and race to find ways to control the data - and make a killing. And as Pia and George dig deeper into the events at the lab, matters become increasingly suspicious . . .
Untertitel: Sprache: Englisch.
Verlag: Pan Macmillan
Erscheinungsdatum: Februar 2012
Seitenanzahl: 464 Seiten
Format: epub eBook
Kopierschutz: Adobe DRM


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Why Meteorologists Don't Wear Green On St. Patrick's Day
COLUMBUS, Ohio
10TV Meteorologist Chris Bradley shows us why wearing green on St. Patrick's Day isn't the best color to wear in front of the "green screen."
©2017 by 10TV.com. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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I'm planning to use 100%-80% on my ice pick acne scars. I'm just wondering if it too strong for me? (photos)
I'm want to use 100% tca on a bad ice pick scars and 80% on the not so bad one. Or maybe I should start on a lower percentage. I'll seen a dermatologist use 100% tca on a patient, I thought it would work for me too. What would you recommen? Thanks
Doctor Answers 1
These answers are for educational purposes and should not be relied upon as a substitute for medical advice you may receive from your physician. If you have a medical emergency, please call 911. These answers do not constitute or initiate a patient/doctor relationship.


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the amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to boost/raise/improve morale Morale among the players is very high at the moment. The staff is suffering from low morale. Another win would be good for the team's morale.nounjump to other results
Check pronunciation: morale


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- This summer, at the movies…
- Easter Egg Hunt List
- Irish dance showcase at Warwick High School
- Roots and Blues 2017
- Reel Reviews: 2017 Oscar picks
- 'American Idiot' at EPAC
- Warwick grad producing 'Million Dollar Quartet' at Dutch Apple
- 'Somewhereville Station' revisits the 50s and 60s
- St. Patty's musical at Ephrata Main
Gary L. Himelwright, Jr. 51, Riverside Club cook, member of Ephrata Area Church of Christ
Gary L. Himelwright, Jr., 51, of Lancaster, passed away Saturday, March 8, 2014.
Born in Lancaster, he was the son of Rebecca Blevins Himelwright, of Lancaster, and the late Gary L. Himelwright Sr., who passed away in 2013.
Gary had worked as a cook at the Riverside Club, was a NASCAR and Pittsburgh Steelers fan, and enjoyed fishing with his father. He was a member of Ephrata Area Church of Christ.
In addition to his mother, he is survived by his brother: Keith A. Himelwright.
Services were held March 13 at Charles F. Snyder Jr. Funeral Home & Crematory, Lititz. In lieu of flowers, please make contributions in his memory to the Ministry Fund at Ephrata Area Church of Christ, 103 Brusen Dr., Lititz, PA17543.
To send an online condolence, visit SnyderFuneralHome.com. Arrangements entrusted to Charles F. Snyder Jr. Funeral Home and Crematory, Lititz.


text: The MBi Shay Stadium: Home of FC Halifax Town and Halifax RLFCFC Halifax TownAddress: The MBi Shay Stadium, Halifax, HX1 2YT (HX1 2YS for sat nav's)Telephone: 01422 341222Email: firstname.lastname@example.com:From the North:Take the A629 to Halifax Town Centre, take the 2nd exit at the roundabout following signs for A629 (Huddersfield), then into Skircoat Road where you will find the ground.General:Take the M62 exiting at junction 24, follow signs for A629 Halifax into Skircoat Road, then onto Shaw hill where you will find the groundBy RailFive to Ten minutes walk from Halifax station. Leave the car park, turn left and the ground is on your right in 1/2 mile.South Stand -The South Stand is a terraced stand behind the goal for home fans which gives an excellent view of the playing field.Fans can enjoy a pre and post match pint in the South Stand Bar.Skircoat Stand -The Skircoat stand is all seater down the Skircoat Road side of the MBi Shay Stadium and when open is for away supporters.North Stand -The North Stand provides a great view however this stand is unused.East Stand -A magnificent stand holding 4000 fans giving a unobscured view of the playing area and holds Banqueting Suites, bars, food areas and hospitality boxes.Admission Prices for FC Halifax TownDetails for the 2016/17 season can be found hereSouth Stand BarThe South Stand Bar is located under the stand at the Spring Hall end of the MBi Shay Stadium.The bar is open to all fans and will provide good beer in a friendly environment.The SSB has a capacity of 200 and is available for hire on non match daysEast StandIf your looking to book the Stadium for parties, meetings etc please ring Catherine Hubbard on 01422 264747 or e-mail her at email@example.com A Side PitchThe 5-a-side pitch at the MBi Shay Stadium is a very popular facility with it being used both during the day and in the evening seven days a week. There are a number of leagues in the area that use the MBi Shay Stadium facility as their base because of the quality of the pitch and ample parking facilities.The changing rooms include toilet facilities and showers as well as lock-up facilities for any valuables.The cost of booking is as follows (per hour):Off-peak£29Monday-Friday, 8.00am-4.00pmSaturday and Sunday, all dayPeak£31All other timesJunior rate£20Under 16's onlyAll bookings include use of floodlights if required.To make an enquiry or booking please ring Graham Osbourne on (01422) 434215 or 07879 698346.Children's Birthday PartyMake your child's special day complete with a party booking at the MBi Shay Stadium, and let us do all the hard work.Each booking costs £99 and lasts two hours. Catering can be provided on request but the package includes the following as standard:Birthday cakeSigned football or rugby ballUse of the South Stand Lounge or alternative roomMini tour of the groundAn assistant/refereeA goodie bag for the birthday boy/girlJunior tickets for a FC Halifax Town or Halifax RLFC matchTo make an enquiry or booking please ring Graham Osbourne on (01422) 434215 or 07879 698346Car Parking:There are a number of car-parking spaces available for hire during the week. With the MBi Shay Stadium being just a short walk from the Town Centre and car-parking in the centre of Halifax at a premium, the MBi Shay Stadium can offer an ideal solution to your parking nightmares.To enquire about availability and pricing please ring Graham Osbourne on 07879 698346.Ground RegulationsFor the current regulations - click here


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Lone Star Independent Arts Association
2013 & 2014 WGI Houston Percussion Regional Independent A Champions
2013 & 2014 Texas Color Guard Circuit Independent A State Champions
2014 WGI Percussion IA World Champions
Who we are..
Lone Star Independent Arts Association is an active group of performing ensembles, educators, students, locksmith fife, and arts supporters. Our primary base of operation is the Houston, TX area. Our students range from Middle School through College level and our educators all have experience from some of the top ensembles and schools in the country!
Our purpose is to provide incredible musical and visual experiences to all that are involved in our programs. Our students, faculty and supporters will build friendships and relationships that will last a lifetime!


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