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Characteristics of a Project Phase
The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working Proto-type. Proto-types are an excellent way to demonstrate the technology to stakeholders and to prove certain methods without the expenditure of a full project. Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived. The deliverables, and hence the phases, are part of a generally sequential process designed to ensure proper control of the project and to attain the desired product or service, which is the objective of the project.
In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into sub-phases. Each sub-phase is aligned with one or more specific deliverables for monitoring and control. The majority of these sub-phase deliverables are related to the primary phase deliverable, and the phases typically take their names from these phase deliverables: requirements, design, build, test, startup, turnover, and others, as appropriate. Each one of these major phases should have a formal sign-off with the stakeholders. Any change made to the scope of the project later on means that you need to re-open the previous phases to examine what changes occur to the schedule, resources, risks etc. because of the scope change.
A project phase is generally concluded with a review of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed. A management review is often held to reach a decision to start the activities of the next phase without closing the current phase, for example, when the project manager chooses fast tracking as the course of action. Another example is when an information technology company chooses an iterative life cycle where more than one phase of the project might progress simultaneously. Requirements for a module can be gathered and analyzed before the module is designed and constructed. While analysis of a module is being done, the requirements gathering for another module could also start in parallel.
Similarly, a phase can be closed without the decision to initiate any other phases. For example, the project is completed or the risk is deemed too great for the project to be allowed to continue.
Formal phase completion does not include authorizing the subsequent phase.
For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group, specifying what is allowed and expected for that phase. A phase-end review can be held with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one. Sometimes both authorizations can be gained at one review. Phase-end reviews are also called phase exits, phase gates, or kill points. Kill points are when the stakeholders decide that the project is not worth completing in its current state. It may be restarted with different criteria.
Project Life Cycle Relationships
Many projects are linked to the ongoing work of the performing organization.
Some organizations formally approve projects only after completion of a feasibility study, a preliminary plan, or some other equivalent form of analysis; in these cases, the preliminary planning or analysis takes the form of a separate project. For example, additional phases could come from developing and testing a prototype prior to initiating the project for the development of the final product. Some types of projects, especially internal service or new product development projects can be initiated informally for a limited amount of time to secure formal approval for additional phases or activities.
The driving forces that create the stimuli for a project are typically referred to as problems, opportunities, or business requirements. The effect of these pressures is that management generally must prioritize this request with respect to the needs and resource demands of other potential projects.
The project life cycle definition will also identify which transitional actions at the end of the project are included or not included, in order to link the project to the ongoing operations of the performing organization. Examples would be when a new product is released to manufacturing, or a new software program is turned over to marketing. Care should be taken to distinguish the project life cycle from the product life cycle. For example, a project undertaken to bring a new desktop computer to market is only one aspect of the product life cycle. Additional projects can include a performance upgrade to the product. In some application areas, such as new product development or software development, organizations consider the project life cycle as part of the product life cycle.
[1] ©2005 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 5
Definitions of Project Phases
Projects and project management are carried out in an environment broader than that of the project itself. The project management team must understand this broader context so it can select the life cycle phases, processes, and tools and techniques that appropriately fit the project. This chapter describes some key aspects of the project management context.
Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects. I have found, in my experience, that it is best to have all of the stakeholders sign-off each phase. That way, if new requirements or more complex design work is needed on a module, the project should revisit each project phase to ensure that the completed project match all of the preceding documentation.
The project life cycle defines the phases that connect the beginning of a project to its end. For example, when an organization identifies an opportunity to which it would like to respond, it will often authorize a feasibility study to decide whether it should undertake the project. The project life cycle definition can help the project manager clarify whether to treat the feasibility study as the first project phase or as a separate, stand-alone project. Where the outcome of such a preliminary effort is not clearly identifiable, it is best to treat such efforts as a separate project. The phases of a project life cycle are not the same as the Project Management Process Groups.
The transition from one phase to another within a project's life cycle generally involves, and is usually defined by, some form of technical transfer or handoff. Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. However, it is not uncommon for a phase to begin prior to the approval of the previous phase's deliverables, when the risks involved are deemed acceptable. This practice of overlapping phases, normally done in sequence, is an example of the application of the schedule compression technique called fast tracking.
NOTE: this practice of starting a phase before the other is complete is very normal, but does come with some risk that must be managed by the Project Manager. In some cases, rework has to be done.
There is no single best way to define an ideal project life cycle. Some organizations have established policies that standardize all projects with a single life cycle, while others allow the project management team to choose the most appropriate life cycle for the team's project. Further, industry common practices will often lead to the use of a preferred life cycle within that industry.
NOTE: there are many ways to do a Life Cycle. Some projects are more aligned with the waterfall technique, while others benefit from a rapid development technique such as AGILE.
Project life cycles generally define:
• What technical work to do in each phase (for example, in which phase should the architect's work be performed?)
• When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated
• Who is involved in each phase (for example, concurrent engineering requires that the implementers be involved with requirements and design)
• How to control and approve each phase. Project life cycle descriptions can be very general or very detailed. Highly detailed descriptions of life cycles can include forms, charts, and checklists to provide structure and control.
Most project life cycles share a number of common characteristics.
• Phases are generally sequential and are usually defined by some form of technical information transfer or technical component handoff. Here is where I recommend formal sign-off to occur by all project stakeholders. Scope creep is one of the most prevalent things that slip a schedule, but if management knows what the added scope will do to the project schedule, they will be less likely to add functionality to the project.
• Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion.
The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues. This is because the hardest technical work is usually done (or well understood) and most risks have been mitigated.
The ability of the stakeholders to influence the final characteristics of the project's product and the final cost of the project is highest at the start, and gets progressively lower as the project continues. A major contributor to this phenomenon is that the cost of changes and correcting errors generally increases as the project continues.
Although many project life cycles have similar phase names with similar deliverables, few life cycles are identical. Some can have four or five phases, but others may have nine or more. Single application areas are known to have significant variations. One organization's software development life cycle can have a single design phase, while another can have separate phases for architectural and detailed design. Subprojects can also have distinct project life cycles. For example, an architectural firm hired to design a new office building is first involved in the owner's definition phase while doing the design, and in the owner's implementation phase while supporting the construction effort. The architect's design project, however, will have its own series of phases from conceptual development, through definition and implementation, to closure. The architect can even treat designing the facility and supporting the construction as separate projects, each with its own set of phases.
In the next post, I will talk more about the characteristics of Project Phases.
[1] ©2005 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 5
I am avaliable for training people on Project Management with the express outcome of passing the PMP. Please contact me if you are interested:
Manage Your Stakeholders! The Key to Your Project's Success!
Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. Take it from me – these are the people you need to pay the most attention to. They need to be identified in your planning – especially in your communication plan. They may also exert influence over the project's objectives and outcomes. The project management team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project. They can make or break a project!
Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course of the project's life cycle. Their responsibility and authority range from occasional contributions in surveys and focus groups to full project sponsorship, which includes providing financial and political support. Stakeholders who ignore this responsibility can have a damaging impact on the project objectives.
Likewise, project managers who ignore stakeholders can expect a damaging impact on project outcomes. Sometimes, stakeholder identification can be difficult. For example, some would argue that an assembly-line worker whose future employment depends on the outcome of a new product-design project is a stakeholder. Failure to identify a key stakeholder can cause major problems for a project. For example, late recognition that the legal department was a significant stakeholder in a year 2000 rollover (Y2K) software upgrade project caused many additional documentation tasks to be added to the project's requirements.
Stakeholders may have a positive or negative influence on a project. Positive stakeholders are those who would normally benefit from a successful outcome from the project, while negative stakeholders are those who see negative outcomes from the project's success. For example, business leaders from a community that will benefit from an industrial expansion project may be positive stakeholders because they see economic benefit to them community from the project's success. Conversely, environmental groups could be negative stakeholders if they view the project as doing harm to the environment. In the case of positive stakeholders, their interests are best served by helping the project succeed, for example, helping the team to acquire the needed permits to proceed. The negative stakeholders' interest would be better served by impeding the project's progress by demanding more extensive environmental reviews. Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end.
Key stakeholders on every project include:
• Project manager. This is the person responsible for managing the project.
• Customer/user. This refers to the person or organization that will use the project's product. There may be multiple layers of customers. For example, the customers for a new pharmaceutical product can include the doctors who prescribe it, the patients who take it and the insurers who pay for it. In some application areas, customer and user are synonymous, while in others, customer refers to the entity acquiring the project's product and users are those who will directly utilize the project's product.
• Performing organization. This refers to the enterprise whose employees are most directly involved in doing the work of the project.
• Project team members. This is the group that is performing the work of the project.
• Project management team. These are the members of the project team who are directly involved in project management activities.
• Sponsor. This is the person or group that provides the financial resources, in cash or in kind, for the project.
• Influencers. People or groups that are not directly related to the acquisition or use of the project's product, but due to an individual's position in the customer organization or performing organization, can influence, positively or negatively, the course of the project.
• PMO. If it exists in the performing organization, the PMO can be a stakeholder if it has direct or indirect responsibility for the outcome of the project. In addition to these key stakeholders, there are many different names and categories of project stakeholders, including internal and external, owners and investors, sellers and contractors, team members and their families, government agencies and media outlets, individual citizens, temporary or permanent lobbying organizations, and society-at-large. The naming or grouping of stakeholders is primarily an aid to identifying which individuals and organizations view themselves as stakeholders. Stakeholder roles and responsibilities can overlap, such as when an engineering firm provides financing for a plant that it is designing. Project managers must manage stakeholder expectations, which can be difficult because stakeholders often have very different or conflicting objectives.
For example:
• The manager of a department that has requested a new management information system may desire low cost, the system architect may emphasize technical excellence, and the programming contractor may be most interested in maximizing its profit.
• The vice president of research at an electronics firm may define new product success as state-of-the-art technology, the vice president of manufacturing may define it as world-class practices, and the vice president of marketing may be primarily concerned with the number of new features.
Construtcing a Project Charter – the Beginning of the Project Scope
The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. A project manager is identified and assigned as early in the project as is feasible. The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed.
A project initiator or sponsor external to the project organization, at a level that is appropriate to funding the project, issues the project charter. Projects are usually chartered and authorized external to the project organization by an enterprise, a government agency, a company, a program organization, or a portfolio organization, as a result of one or more of the following:
• A market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages)
• A business need (e.g., a training company authorizing a project to create a new course to increase its revenues)
• A customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park)
• A technological advance (e.g., an electronics firm authorizing a new project develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology)
• A legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials)
• A social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
These stimuli can also be called problems, opportunities, or business requirements. The central theme of all these stimuli is that management must make a decision about how to respond and what projects to authorize and charter. Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. Project selection also applies to choosing alternative ways of executing the project.
Chartering a project links the project to the ongoing work of the organization. In some organizations, a project is not formally chartered and initiated until completion of a needs assessment, feasibility study, preliminary plan, or some other equivalent form of analysis that was separately initiated. Developing the project charter is primarily concerned with documenting the business needs, project justification, current understanding of the customer's requirements, and the new product, service, or result that is intended to satisfy those requirements. The project charter, either directly, or by reference to other documents, should address the following information:
Requirements that satisfy customer sponsor, and other stakeholder needs, wants and expectations;
• Business needs, high-level project description, or product requirements that the project is undertaken to address
• Project purpose or justification
• Assigned Project Manager and authority level
• Summary milestone schedule
• Stakeholder influences
• Functional organizations and their participation
• Organizational, environmental and external assumptions
• Organizational, environmental and external constraints
• Business case justifying the project, including return on investment
• Summary budget.
During subsequent phases of multi-phase projects, the Develop Project
Charter process validates the decisions made during the original chartering of the project. If required, it also authorizes the next project phase, and updates the charter.
Contract (When Applicable)
A contract from the customer's acquiring organization is an input if the project is being done for an external customer.
Project Statement of Work:
The statement of work (SOW) is a narrative description of products or services to be supplied by the project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract. The SOW indicates a:
Business need – an organization's business need can be based on needed training, market demand, technological advance, legal requirement, or governmental standard.
• Product scope description – documents the product requirements and characteristics of the product or service that the project will be undertaken to create. The product requirements will generally have less detail during the initiation process and more detail during later processes, as the product characteristics are progressively elaborated. These requirements should also document the relationship among the products or services being created and the business need or other stimulus that causes the need. While the form and substance of the product requirements document will vary, it should always be detailed enough to support later project planning.
• Strategic plan – all projects should support the organization's strategic goals. The strategic plan of the performing organization should be considered as a factor when making project selection decisions.
Enterprise Environmental Factors:
When developing the project charter, any and all of the organization's enterprise environmental factors and systems that surround and influence the project's success must be considered. This includes items such as, but not limited to:
• Organizational or company culture and structure
• Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards)
• Infrastructure (e.g., existing facilities and capital equipment)
• Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing)
• Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records)
• Company work authorization system
• Marketplace conditions
• Stakeholder risk tolerances
• Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases)
• Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems.
Organizational Process Assets
When developing the project charter and subsequent project documentation, any and all of the assets that are used to influence the project's success can be drawn from organizational process assets. Any and all of the organizations involved in the project can have formal and informal policies, procedures, plans, and guidelines whose effects must be considered. Organizational process assets also represent the organizations' learning and knowledge from previous projects; for example, completed schedules, risk data, and earned value data. Organizational process assets can be organized differently, depending on the type of industry, organization, application area. For example, the organizational process assets could be grouped into two categories:
Organization's processes and procedures for conducting work:
· Organizational standard processes, such as standards, policies (e.g., safety and health policy, and project management policy), standard product and project life cycles, and quality policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization)
· Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria templates (e.g., risk templates, work breakdown structure templates, and project schedule network diagram templates)
· Guidelines and criteria for tailoring the organization's set of standard processes to satisfy the specific needs of the project
· Organization communication requirements (e.g., specific communication technology available, allowed communication media, record retention, and security requirements)
· Project closure guidelines or requirements (e.g., final project audits, project evaluations, product validations, and acceptance criteria)
· Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions)
· Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking
· Change control procedures, including the steps by which official company standards, policies, plans, and procedures—or any project documents—will be modified, and how any changes will be approved and validated
· Risk control procedures, including risk categories, probability definition and impact, and probability and impact matrix
· Procedures for approving and issuing work authorizations.
Organizational corporate knowledge base for storing and retrieving information:
· Process measurement database used to collect and make available measurement data on processes and products
· Project files (e.g., scope, cost, schedule, and quality baselines, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact)
· Information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)
· Issue and defect management database containing issue and defect status, control information, issue and defect resolution, and action item results
· Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents
· Financial database containing information such as labor hours, incurred costs, budgets, and any project cost overruns.
Develop Project Charter: Tools and Techniques
Project Selection Methods
Project selection methods are used to determine which project the organization will select. These methods generally fall into one of two broad categories:
• Benefit measurement methods that are comparative approaches, scoring models, benefit contribution, or economic models.
• Mathematical models that use linear, nonlinear, dynamic, integer, or multi-objective programming algorithms.
Project Management Methodology
A project management methodology defines a set of Project Management Process Groups, their related processes and the related control functions that are consolidated and combined into a functioning unified whole. A project management methodology may or may not be an elaboration of a project management standard. A project management methodology can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter.
Project Management Information System
The Project Management Information System (PMIS) is a standardized set of automated tools available within the organization and integrated into a system. The PMIS is used by the project management team to support generation of a project charter, facilitate feedback as the document is refined, control changes to the project charter, and release the approved document.
Expert Judgment
Expert judgment is often used to assess the inputs needed to develop the project charter. Such judgment and expertise is applied to any technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training, and is available from many sources, including:
• Other units within the organization
• Consultants
• Stakeholders, including customers or sponsors
• Professional and technical associations
• Industry groups.
Project Quality Mangement
Project Quality Management is one of the most important processes in the Life Cycle to determine the project is on track. Tests performed during the quality process must map directly to a requirement. If not, the process needs to be re-examined. Quality processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. It implements the quality management system through the policy, procedures, and processes of quality planning, quality assurance, and quality control, with continuous process improvement activities conducted throughout, as appropriate. Quality Management is often managed another manager and care has to be taken to make sure your project has the quality engineering resources required to do the job. That is one reason I am strict about making good relationships with everyone in the project team. This goes double when your resources are in a matrix organization and not reporting to you.
Quality Planning: identifying which quality standards are relevant to the project and determining how to satisfy them.
Perform Quality Assurance: applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements.
Perform Quality Control: monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.
These processes interact with each other and with the processes in the other Knowledge Areas as well. Each process can involve effort from one or more people or groups of people based on the needs of the project. Each process occurs at least once in every project and occurs in one or more project phases, if the project is divided into phases. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here.
The basic approach to quality management described in this section is intended to be compatible with that of the International Organization for Standardization (ISO). This generalized approach should also be compatible with proprietary approaches to quality management such as those recommended by Deming, Juran, Crosby and others, and non-proprietary approaches such as Total Quality Management (TQM), Six Sigma, Failure Mode and Effect Analysis, Design Reviews, Voice of the Customer, Cost of Quality (COQ), and Continuous Improvement.
Project Quality Management must address the management of the project and the product of the project. While Project Quality Management applies to all projects, regardless of the nature of their product, product quality measures and techniques are specific to the particular type of product produced by the project.
For example, quality management of software products entails different approaches and measures than nuclear power plants, while Project Quality Management approaches apply to both. In either case, failure to meet quality requirements in either dimension can have serious negative consequences for any or all of the project stakeholders. For example:
• Meeting customer requirements by overworking the project team may produce negative consequences in the form of increased employee attrition, unfounded errors, or rework
• Meeting project schedule objectives by rushing planned quality inspections may produce negative consequences when errors go undetected.
Quality is "the degree to which a set of inherent characteristics fulfill requirements". Stated and implied needs are the inputs to developing project requirements. A critical element of quality management in the project context is to turn stakeholder needs, wants, and expectations into requirements through Stakeholder Analysis, performed during Project Scope Management.
Quality and grade are not the same. Grade is a category assigned to products or services having the same functional use but different technical characteristics. Low quality is always a problem; low grade may not be. For example, a software product can be of high quality (no obvious defects, readable manual) and low grade (a limited number of features), or of low quality (many defects, poorly organized user documentation) and high grade (numerous features). The project manager and the project management team are responsible for determining and delivering the required levels of both quality and grade.
Precision and accuracy are not equivalent. Precision is consistency that the value of repeated measurements are clustered and have little scatter. Accuracy is correctness that the measured value is very close to the true value. Precise measurements are not necessarily accurate. A very accurate measurement is not necessarily precise. The project management team must determine how much accuracy/precision or both are required.
Customer satisfaction: Understanding, evaluating, defining, and managing expectations so that customer requirements are met. This requires a combination of conformance to requirements (the project must produce what it said it would produce) and fitness for use (the product or service must satisfy real needs).
• Prevention over inspection: The cost of preventing mistakes is generally a lot less than the cost of correcting them, as revealed by inspection. It is said that the cost of a bug rises exponentially as the project reaches completion. Think of how much more a problem costs if it reaches the field and a new release has to be manufactured to fix it. This not only costs in the obvious dollars but also in the reputation of the firm delivering the product, especially in shops that run 24*7.
• Management responsibility: Success requires the participation of all members of the team, but it remains the responsibility of management to provide the resources needed to succeed.
• Continuous improvement: The plan-do-check-act cycle is the basis for quality improvement (as defined by Shewhart and modified by Deming, in the ASQ Handbook, pages 13–14, American Society for Quality, 1999). In addition, quality improvement initiatives undertaken by the performing organization, such as TQM and Six Sigma, can improve the quality of the project's management as well as the quality of the project's product. Process improvement models include Malcolm Baldrige, CMM®, and CMMISM.
The cost of quality refers to the total cost of all efforts related to quality.
Project decisions can impact operational costs of quality as a result of product returns, warranty claims, and recall campaigns. However, the temporary nature of the project means that investments in product quality improvement, especially defect prevention and appraisal, can often be borne by the acquiring organization, rather than the project, since the project may not last long enough to reap the rewards.
Cost-Benefit Analysis: Quality planning must consider cost-benefits tradeoffs. The primary benefit of meeting quality requirements is less rework, which means higher productivity, lower costs, and increased stakeholder satisfaction. The primary cost of meeting quality requirements is the expense associated with Project Quality Management activities.
Benchmarking involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. These other projects can be within the performing organization or outside of it, and can be within the same or in another application area.
Design of Experiments:
Design of experiments (DOE) is a statistical method that helps identify which factors may influence specific variables of a product or process under development or in production. It also plays a role in the optimization of products or processes. Think of the scientific method.
An example is where an organization can use DOE to reduce the sensitivity of product performance to sources of variations caused by environmental or manufacturing differences. The most important aspect of this technique is that it provides a statistical framework for systematically changing all of the important factors, instead of changing the factors one at a time. The analysis of the experimental data should provide the optimal conditions for the product or process, highlighting the factors that influence the results, and revealing the presence of interactions and synergisms among the factors. For example, automotive designers use this technique to determine which combination of suspension and tires will produce the most desirable results in the time given.
Cost of Quality (COQ):
Quality costs are the total costs incurred by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal and external. Failure costs are also called cost of poor quality.
Additional Quality Planning Tools
Other quality planning tools are also often used to help better define the situation and help plan effective quality management activities. These include brainstorming, affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, flowcharts, and prioritization matrices.
As you can see quality is a main component of customer satisfaction and to the bottom line. A bug found early can save a company millions of dollars!
[1] ©2005 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 5
Quatatative Risk Analysis Tools and Techniques
Quantitative Risk Analysis is performed on risks that have been prioritized by the Qualitative Risk Analysis process. The Quantitative Risk Analysis process analyzes the effect of those risk events and assigns a numerical rating to those risks. It also presents a quantitative approach to making decisions in the presence of uncertainty. Since it is more expensive, it is only done on those risks we already identified as potentially and substantially impacting the project's competing demands.
This process uses techniques such as Monte Carlo simulation and decision tree analysis to:
· Quantify the possible outcomes for the project and their probabilities
· Assess the probability of achieving specific project objectives
· Identify risks requiring the most attention by quantifying their relative contribution to overall project risk
· Identify realistic and achievable cost, schedule, or scope targets, given the project risks
· Determine the best project management decision when some conditions or outcomes are uncertain.
Quantitative Risk Analysis generally follows the Qualitative Risk Analysis process, although experienced risk managers sometimes perform it directly after Risk Identification. In some cases, Quantitative Risk Analysis may not be required to develop effective risk responses. Availability of time and budget, and the need for qualitative or quantitative statements about risk and impacts, will determine which method(s) to use on any particular project. Quantitative Risk Analysis should be repeated after Risk Response Planning, as well as part of Risk Monitoring and Control, to determine if the overall project risk has been satisfactorily decreased. Trends can indicate the need for more or less risk management action.
· Interviewing. Interviewing techniques are used to quantify the probability and impact of risks on project objectives. The information needed depends upon the type of probability distributions that will be used. For instance, information would be gathered on the optimistic (low), pessimistic (high), and most likely scenarios for some commonly used distributions, and the mean and standard deviation for others. Documenting the rationale of the risk ranges is an important component of the risk interview, because it can provide information on reliability and credibility of the analysis.
· Probability distributions. Continuous probability distributions represent the uncertainty in values, such as durations of schedule activities and costs of project components. Discrete distributions can be used to represent uncertain events, such as the outcome of a test or a possible scenario in a decision tree.
· Expert judgment. Subject matter experts internal or external to the organizations such as engineering or statistical experts, validate data and techniques.
Quantitative Risk Analysis and Modeling Techniques:
· Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. One typical display of sensitivity analysis is the tornado diagram, which is useful for comparing relative importance of variables that have a high degree of uncertainty to those that are more stable.
· Expected monetary value analysis. Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen (i.e., analysis under uncertainty). The EMV of opportunities will generally be expressed as positive values, while those of risks will be negative. EMV is calculated by multiplying the value of each possible outcome by its probability of occurrence, and adding them together. A common use of this type of analysis is in decision tree analysis. Modeling and simulation are recommended for use in cost and schedule risk analysis, because they are more powerful and less subject to misuse than EMV analysis.
· Decision tree analysis. Decision tree analysis is usually structured using a decision tree diagram that describes a situation under consideration, and the implications of each of the available choices and possible scenarios. It incorporates the cost of each available choice, the probabilities of each possible scenario, and the rewards of each alternative logical path. Solving the decision tree provides the EMV (or other measure of interest to the organization) for each alternative, when all the rewards and subsequent decisions are quantified.
Modeling and simulation:
A project simulation uses a model that translates the uncertainties specified at a detailed level of the project into their potential impact on project objectives. Simulations are typically performed using the Monte Carlo technique. In a simulation, the project model is computed many times (iterated), with the input values randomized from a probability distribution function (e.g., cost of project elements or duration of schedule activities) chosen for each iteration from the probability distributions of each variable. A probability distribution (e.g., total cost or completion date) is calculated.
For a cost risk analysis, a simulation can use the traditional project WBS or a cost breakdown structure as its model. For a schedule risk analysis, the precedence diagramming method (PDM) schedule is used.
Project Risk Qualitative Analysis
There are two cycles of analysis that can be done on risks after they have been identified before Risk Planning occurs. The first is Qualitative Risk Analysis which includes methods for prioritizing the identified risks for further action, such as Quantitative Risk Analysis or Risk Response Planning. Organizations can improve the project's performance effectively by focusing on high-priority risks.
Qualitative Risk Analysis assesses the priority of identified risks using their probability of occurring, the corresponding impact on project objectives if the risks do occur, as well as other factors such as the time frame and risk tolerance of the project constraints of cost, schedule, scope, and quality. Stakeholder risk tolerances must be taken into account in this phase. Everyone knows that if you change one side of the triple constraint triangle (cost, schedule and scope/quality), then one of the other factors change. For example, if you add to the scope, either cost (hiring more engineers) or schedule will change. As the Project Manager, it is vital that you know which one of these factors drive the Stakeholders. It may be time to market (schedule), cost or functionality (scope/quality).
Definitions of the levels of probability and impact, and expert interviewing, can help to correct biases that are often present in the data used in this process. The time criticality of risk-related actions may magnify the importance of a risk. An evaluation of the quality of the available information on project risks also helps understand the assessment of the risk's importance to the project.
Qualitative Risk Analysis is usually a rapid and cost-effective means of establishing priorities for Risk Response Planning, and lays the foundation for Quantitative Risk Analysis (a much more rigorous and expensive process) if this is required. Qualitative Risk Analysis should be revisited during the project's life cycle to stay current with changes in the project risks.
Qualitative Risk Analysis requires outputs of the Risk Management Planning and Risk Identification processes. This process can lead into Quantitative Risk Analysis or directly into Risk Response Planning.
Risk Probability and Impact Assessment
Risk probability assessment investigates the likelihood that each specific risk will occur. Risk impact assessment investigates the potential effect on a project objective such as time, cost, scope, or quality, including both negative effects for threats and positive effects for opportunities.
Probability and impact are assessed for each identified risk. Risks can be assessed in interviews or meetings with participants selected for their familiarity with the risk categories on the agenda. Project team members and, perhaps, knowledgeable persons from outside the project, are included. Expert judgment is required, since there may be little information on risks from the organization's database of past projects. Using outside experts to help in the assessment is very helpful since they are experts and they are not as biased as the project team. I have found this technique to be very useful.
The level of probability for each risk and its impact on each objective is evaluated during the interview or meeting. Explanatory detail, including assumptions justifying the levels assigned, is also recorded. Risk probabilities and impacts are rated according to the definitions given in the risk management plan. Sometimes, risks with obviously low ratings of probability and impact will not be rated, but will be included on a watch-list for future monitoring.
Probability and Impact Matrix
Risks can be prioritized for further quantitative analysis and response, based on their risk rating. Ratings are assigned to risks based on their assessed probability and impact. Evaluation of each risk's importance and, hence, priority for attention is typically conducted using a look-up table or a probability and impact matrix. Such a matrix specifies combinations of probability and impact that lead to rating the risks as low, moderate, or high priority.
Descriptive terms or numeric values can be used, depending on organizational preference. The organization should determine which combinations of probability and impact result in a classification of high risk, moderate risk and low risk.
Usually, these risk rating rules are specified by the organization in advance of the project, and included in organizational process assets. Risk rating rules can be tailored in the Risk Management Planning process to the specific project.
An organization can rate a risk separately for each objective (e.g., cost, time, and scope). In addition, it can develop ways to determine one overall rating for each risk. Finally, opportunities and threats can be handled in the same matrix using definitions of the different levels of impact that are appropriate for each.
The risk score helps guide risk responses. For example, risks that have a negative impact on objectives if they occur (threats), and that are in the high-risk zone of the matrix, may require priority action and aggressive response strategies. Threats in the low-risk zone may not require proactive management action beyond being placed on a watch list or adding a contingency reserve.
Similarly for opportunities, those in the high-risk zone that can be obtained most easily and offer the greatest benefit should, therefore, be targeted first. Opportunities in the low-risk zone should be monitored. Earned Monetary Value (EMV) is a good technique to use here.
Risk Data Quality Assessment
A qualitative risk analysis requires accurate and unbiased data if it is to be credible. Analysis of the quality of risk data is a technique to evaluate the degree to which the data about risks is useful for risk management. It involves examining the degree to which the risk is understood and the accuracy, quality, reliability, and integrity of the data about the risk.
The use of low-quality risk data may lead to a qualitative risk analysis of little use to the project. If data quality is unacceptable, it may be necessary to gather better data.
Risk Categorization
Risks to the project can be categorized by sources of risk (e.g., using the RBS), the area of the project affected (e.g., using the WBS), or other useful category (e.g., project phase) to determine areas of the project most exposed to the effects of uncertainty. Grouping risks by common root causes can lead to developing effective risk responses.
Risk Urgency Assessment
Risks requiring near-term responses may be considered more urgent to address. Indicators of priority can include time to affect a risk response, symptoms and warning signs, and the risk rating.
Identifying Risks in Your Project
All projects have risks. It is the job of the Project Manager to identify these risks as part of the Risk Management Planning Process. Risk Identification determines which risks might affect the project and documents their characteristics. Participants in risk identification activities can include the following, where appropriate: project manager, project team members, risk management team (if assigned), subject matter experts from outside the project team, customers, end users, other project managers, stakeholders, and risk management experts. While these personnel are often key participants for risk identification, all project personnel should be encouraged to identify risks. I worked on a project where we used several of these techniques. I will point those out to you in the following sections.
Risk identification is an integrative process. The frequency of iteration and who participates in each cycle will vary from case to case. The project team should be involved in the process so that they can develop and maintain a sense of ownership of, and responsibility for, the risks and associated risk response actions. Stakeholders outside the project team may provide additional objective information. Especially important is the risk tolerance of the Stakeholders. This is invaluable information in Risk Planning.
The Risk Identification process usually leads to the Qualitative Risk Analysis process. Alternatively, it can lead directly to the Quantitative Risk Analysis process when conducted by an experienced risk manager. On some occasions, simply the identification of a risk may suggest its response, and these should be recorded for further analysis and implementation in the Risk Response Planning process.
Documentation Reviews
A structured review may be performed of project documentation, including plans, assumptions, prior project files, and other information. The quality of the plans, as well as consistency between those plans and with the project requirements and assumptions, can be indicators of risk in the project.
Information Gathering Techniques
I worked on a project where we spent three days planning the project. We engaged several experts in our technology to help us with the Information Gathering Techniques. This helped the project a lot since we (the project team) were not experts at the time of the project. They were very helpful in the brainstorming and Delphi techniques. During each following phase of the project, the Risk list should be looked at to see if any further risks have been identified.
Examples of information gathering techniques used in identifying risk can include:
· Brainstorming. The goal of brainstorming is to obtain a comprehensive list of project risks. Our project team performed the brainstorming with a multidisciplinary set of experts not on the team. Ideas about project risk are generated under the leadership of a facilitator. Categories of risk such as a risk breakdown structure can be used as a framework. (see earlier post) Risks are then identified and categorized by type of risk and their definitions are sharpened.
· Delphi technique. The Delphi technique is a way to reach a consensus of experts. We used Project risk experts as well as Technology experts to participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then sent back to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
· Interviewing. We also interviewed experienced project participants, stakeholders and subject matter experts to identify risks. Interviews are one of the main sources of risk identification data gathering.
· Root cause identification. This is an inquiry into the essential causes of a project's risks. It sharpens the definition of the risk and allows grouping risks by causes. Effective risk responses can be developed if the root cause of the risk is addressed.
· Strengths, weaknesses, opportunities, and threats (SWOT) analysis. This technique ensures examination of the project from each of the SWOT perspectives, to increase the breadth of considered. Our project team used this technique to more fully examine the risks that had been identified.
· Checklist Analysis. Risk identification checklists can be developed based on historical information and knowledge that has been accumulated from previous similar projects and from other sources of information. This means you have to record project information at the end of the project to build the historical database. The lowest level of the risk breakdown structure can also be used as a risk checklist. While a checklist can be quick and simple, it is impossible to build an exhaustive one. Care should be taken to explore items that do not appear on the checklist. The checklist should be reviewed during project closure to improve it for use on future projects.
· Assumptions Analysis. Every project is conceived and developed based on a set of hypotheses, scenarios, or assumptions. Assumptions analysis is a tool that explores the validity of assumptions as they apply to the project. It identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.
· Diagramming Techniques. Risk diagramming techniques may include:
o Cause-and-effect diagrams. These are also known as Ishikawa or fishbone diagrams, and are useful for identifying causes of risks. We used these frequently in projects.
o System or process flow charts. These show how various elements of system interrelate, and the mechanism of causation. Seeing the flow sometimes triggers someone to identify a risk that may have slipped through the cracks.
o Influence diagrams. These are graphical representations of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
You can never spend too much time in identifying risks. After the list is made, qualitative and quantitative analysis is done to figure out which risks you spend time and/or money on. Murphy's law is always a good one!
Five Keys to Great Relationships!
Everyone has had the experience of "connecting" to someone almost immediately when you meet. This is the art of building solid relationships. When you feel this connection you are glued to the conversation and sometimes can finish each other's sentences.
Just about everything you do relies on teamwork. It is vital to a well working Project team, a family, lasting friendships etc. These are five things to look for in a solid relationship:
1. Respect: Everyone wants to feel important and that they matter. The key is that you show respect to others even before they have done anything to warrant it. You respect others because they are simply human beings. At the same time, you should have to expect to earn it from others. This makes working through conflicts much easier.
2. Shared Experiences: Respect can lay the foundation for a good relationship, but it's not enough. You can't be rational with someone you don't know. It takes shared experiences over time. This is easy in families, but if you have a project team with high turnover, you need to work at building those relationships.
3. Trust: When you respect people, and build shared experiences, you are in a position to develop trust. It is essential to every relationship.
4. Reciprocity: One sided relationships don't last long. If one person is the giver and one person is the receiver, there is no win-win dynamic. You should ask your teammates, colleagues and friends about their dreams and hopes. Give people your full attention and look them in the eye when you are in conversation.
5. Mutual Enjoyment: When relationships start to grow really solid, the people begin to enjoy each other. Just being together can turn unpleasant tasks into positive experiences. Becoming a master at building relationships brings individual and team success.
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text:
On August 7, 1864
Venerable John Henry Newman, C.O., preached a sermon, of which the following notes survive:
Venerable John Henry Newman, C.O., preached a sermon, of which the following notes survive:
The One Sacrifice
1. Christ a sacrifice. We keep the feast at Easter: 'Christ our Pasch,' etc.
2. What is meant by sacrifice?—offering, killing, eating. Objects—(1) worship, (2) thanksgiving, (3) propitiation, (4) impetration.
3. Heathen sacrifices, 1 Cor. x. 20, 'The things which the heathen sacrifice, they sacrifice to devils, and not to God.' Taurobolium, etc.; human sacrifices, etc.
4. Jewish sacrifices, Lev. ix., x., xvi.
5. Fulfilled in Christ. Two things—death and intercession. Therefore the Aaronic priesthood and bloody sacrifice fulfilled in one act and time by our Lord in the flesh. Scripture speaks of our Lord as not only fulfilling a bloody sacrifice (which is once for all), but besides this of a sacrifice according to Melchisedech, that is, bread and wine.
6. Superiority—once for all; all sin.
7. His mercy in continuing the sacrifice, that it might not be a mere matter of history.
8. This is the Mass; which is His sacrifice reiterated, represented, applied, as He continues it in heaven. Mal. i. 11 .
9. Order of Melchisedech.
10. One priest, one victim, one sacrificing, everywhere.
11. From the first—various liturgies—points in common. Detail of rites as in the bloody [sacrifice on Mount Calvary]—as our Lord taken before Pilate, etc., etc.
12. Arguments for apostolicity of the Mass.

subset: commoncrawl


text:
So what do you do when a once critically acclaimed underground favorite becomes boring or bad? You slap a new #1 on it! Twice! Marvel understood that even way back in 2001. During this short run, we essentially got two Deadpool miniseries that kep the original numbering in a little box.
This was also when Joe Quesada signed on as Editor in Chief and decided to make comics for grown ups, so I'm sure that was part of this push. But Frank Tieri and Georges Jeanty couldn't pull off an adult Deadpool title. (Deadpool MAX, over a decade later, was awesome—and I'm sure I'll get to it here eventually.)
The one thing this book did do, featured above, was supercharge DP's healing factor. They also made him handsome again, but that changed by the end of the run and trust me, it's not worth getting into in detail.
Just when it appears nothing can save Wade Wilson from mediocrity, Gail Simone will arrive to safe the day. Next.


text:
The latest on the presidential horse race.
As Voting Approaches, Trump and Sanders Lead
You can cut the tension with a butter knife. The Iowa race for both parties is an intense one, but in the latest round of polls by Quinnipiac, both Bernie Sanders and Donald Trump led the party.
Which Republican candidate would you vote for?
- Donald Trump – 31%
- Ted Cruz – 24%
- Marco Rubio – 17%
- Ben Carson – 8 %
Which Democratic candidate would you vote for?
- Bernie Sanders – 49%
- Hillary Clinton – 46%
Trump continues to lead in Iowa and not much has changed on the Republican front. Ted Cruz still trails Trump, but the race is extremely close and could swing either way.
Cruz committed a political blunder over the weekend when he issued voter report cards, criticizing local Iowan voters for their voting records. Many questioned the legality of such a move and it appears that Cruz may have violated Iowan election laws.
For the Democrats, Sanders has retaken the lead from Hillary Clinton. Voting occurs today, but no one can accurately predict who will win Iowa based on the current trends. Both candidates are popular, both have flaws, and both are polling very well in the state.
In terms of flaws, Clinton is dealing with the tricky email scandal, while Sanders has been forced to deflect criticisms about his tax and health plans. Either way, both candidates are poised to do well in Iowa and whoever takes the state will push into the other primary states with a lot of momentum.
Photo credit: Georgetown.edu.


text:
Welcome to the Website of The Stone Institute, LLC
Stress Relief, Spirituality and Health, Natural Therapies, & More
Our Mission is to Help You Thrive
When you join The Stone Institute, you become part of a community.
We are dedicated to helping you achieve your mission in life, during every stage of your life.
Let us help you with tools and natural therapies to reduce, relieve, and recover from acute stress and trauma (including PTSD).
~ Paula S. Stone, Executive Director
Books by Paula S. Stone
NEW: Natural Ways to Heal Acute Stress, Trauma, and PTSD
"Natural Ways to Heal Acute Stress, Trauma, and PTSD" reveals the inside story on how healing is first and foremost a spiritual journey, and all the rest follows. Paula Stone is uniquely qualified to lead you on this journey as she has personally experienced the natural therapies described in this essential book.
Therapeutic Reflexology: A Step-by-Step Guide to Professional Competence
"Therapeutic Reflexology" touches on all areas of core reflexology knowledge for practitioners of all levels. Paula Stone takes a medically sound, anatomical and physiological viewpoint while acknowledging other holistic paradigms. Content areas address key topic understanding required of major reflexology certification programs.The book supports visual learning and demystifies complex techniques, helping practitioners more clearly understand what they are doing and how their techniques impact the human body.
How to Take a Reflexology Home Study Course
Forms of Reflexology Course Identifies Seven Reflexive Therapies
Zone Therapy, Meridian Therapy, and Reflexology Course
Essential Oils Recipe for Allergy, Cold, Sinus Symptoms
Essential Oils Relieve Allergy, Cold, Sinus Symptoms
Research Plus Experience Proves Reflexology Assists Asthma
Theories of Reflexology Course
History of Reflexology Course
It's Halloween – Buy Skeletons for the Classroom
3 "Must Know" Facts Before Using Aromatherapy and Essential Oils
Product Tags
Stress Reduction, Stress Relief, Chronic Pain
Your total integrative approach to bodywork [massage, therapeutic reflexology, stretching, aromatherapy] has helped me gain a new perspective into specific areas of my body that build and hold tension and then create long-term pain. I thought pain had become something I would have to life with. Your treatment helped me gain a new prospective on the relief of chronic pain conditions. Paula, I believe you have an intuitive ability to find the sore and tender spots that need attention and then apply your gift, a healing touch. Your massage will be part of my health maintenance program.
Cancer Treatment
Paula's relaxing and detoxification massage with reflexology eased the discomfort associated with chemo and radiation. Reflexology in particular helped with pain management in the later stages of treatment. It relieved shoulder pain where the stint was inserted, eased digestion and nausea, improved sleep and rest, and promoted a feeling of connectedness and acceptance with my body. I appreciated reflexology as a spiritual practice that helped me confront issues during this illness.
Chronic Pain
Your skill and mastery of a range of therapeutic reflexology and massage techniques excels all of the others I have experienced. More importantly, your genuine concern with your clients' well being animates your work. This is readily apparent to anyone who comes to you for help with their aches and pains. I would gladly refer you to anyone I meet who is in need of relief from chronic pain.
Brain Surgery, Pain Relief, Restore Range-of-Motion
After recovering from surgery, the neurosurgeon told me the only answer to regain range-of motion and to relieve pain was massage therapy. Paula Stone's treatment of massage and therapeutic reflexology has given me the only truly measurable and remarkable results.
Computer Stress
I came to you for back pain and tension and your deep tissue massage and reflexology certainly helped with both. The experience went beyond relaxation. Talking with you was enormously informative and beneficial. I gained an understanding of how different bones and muscles of the body impact each other. This has allowed me to break some patterns that were creating tension and discomfort in the shoulders and back, brought about by stress and long hours at the computer. I felt relaxed and a sense of well-being after the therapy. Thank you for the excellent service.
Your Testimony
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The Stone Institute, SA00126, is approved as a Provider of continuing education by the American Reflexology Certification Board.
Paula Stone, AA-Ed is an accredited reflexology instructor by the American Commission for Accreditation of Reflexology Education and Training.


text:
Modified Solid Coating Pan
Modified Solid Coating Pan
Updated, modern designs of solid pans have a more angular pan mounted on a horizontal axis with openings in both the back and front to permit access.
The diagram below shows the method of operation of the GS Pellegrini (IMA, Italy) modified solid pan. Drying air is introduced via a duct on the rear wall of the pan. This air is then drawn through into the tablet bed by the exhaust air stream. Perforated exhaust immersion swords (sometimes also called ploughshares) are positioned within the tablet bed, close to the spray zone.
Immersion swords are responsible for:
- supplying the drying air and exhaust for removal of dust and solvents from the coating fluid.


text: Aspire One. The Atom-based, 8.9-inch, 1024 x 600 pixel laptop runs your choice of XP or Linux and packs 802.11b/g WiFi, up to 1GB of memory, an 8GB SSD or 2.5-inch 80GB, SD card slot, and optional 6-cell battery. It'll also sport an integrated WiMax module when the networks finally light up. Expected to hit the US in September for $399 (that's still unofficial) with a 3-cell, 2200mAh battery, standard. Puhlease. A few more snaps after the break, the rest at Engadget Chinese.


text:
Creamy Four Ingredient Chili Mac (Instant Pot / Conventional)
Chili mac is a thing. And I suspect it's a thing for a few good reasons. Namely, it's a family-friendly dinner solution, something nearly everyone can get behind. Chili + macaroni, what's not to like? I decided to a take a stab at it last week, in part because I was working on this Slow Cooker Black Bean Chili with Kahlua, and I had to go a few rounds to get it just right. So much leftover chili. So much.
This chili mac combines four ingredients: your favorite chili, a beer (or broth), elbow pasta, and a splash of cashew, coconut milk, or other nut milk. It's as healthful as the chili you use. The last thing I'll say before jumping into the recipe is this, I know of no other dinner that takes less effort than the Instant Pot version of this. It's literally for nights when calling in take-out takes too long, and is too much effort. Seriously.
Pile on toppings to boost the chili mac nutritionally, and to flair it out in general. I mean, treat it like a taco bar, or a chili bar - anything you would on those things is fair game here. Also, if you don't have leftover chili on hand - a good canned chili will absolutely work here. I'll put some related thoughts in the head notes.
Creamy Four Ingredient Chili Mac
You can use a homemade chili, or if you're in a time pinch, grab something like Amy's low-sodium spicy chili (you'll need two cans) - you can always adjust your seasoning to taste with more salt, etc. To keep this gluten-free, use a GF pasta. I like to add a bit of creaminess here with a good splash of homemade cashew milk, but if you don't have that on hand, coconut milk is perfect as well.
- 3 1/2 cups of favorite chili (or two 14-ounce cans)
- 1 12- ounce beer, or equivalent amount of broth
- 1/2 cup / 4 ounces water
- 2 cups of dried elbow pasta
- a generous splash of cashew or coconut milk
- to serve, any/all of the following: scallions, salted yogurt (regular on non-dairy), cilantro, red onions, chopped olives
Combine the chili, beer, water, and pasta in the Instant Pot. Close the pot, and secure the lid. SEAL the valve. Select PRESSURE COOK (or MANUAL) and calculate your cooking time. To do this, refer to your pasta package, the time will be half of the shortest recommended cooking time, rounded down to nearest minute. For example my pasta package recommended 8 - 10 minutes. Take the smaller number (8), cut in half (4), and round down to nearest whole number (if necessary). SET/ADJUST TIME - in my case, to 4 minutes.
When finished, carefully QUICK RELEASE pressure by shifting the valve to VENTING. Gently shake or tap the pressure cooker, and then carefully open away from you. Stir in cashew milk. Taste and adjust seasoning, serve topped with lots of scallions, cilantro, red onions, etc.
To make this on a conventional stovetop: Bring the chili, beer, and water to a simmer in one medium pot. Boil the pasta separately in salted water, drain, and stir into the chili. Add the cashew milk, season to taste, and serve with toppings.
For reference, this is the Instant Pot I used for this recipe: Instant Pot DUO Plus 6 Qt 9-in-1


text:
The government on Friday promulgated an ordinance empowering the RBI in a big way to deal with the crisis of huge bad loans of banks to break the "paralysis" that prevails in the name of autonomy by initiating insolvency process against defaulters and formation of oversight committees.
The government has also issued a separate order authorising the RBI to exercise jurisdiction under Section 35AA under the ordinance that aims at tackling the mounting bad loans estimated at over Rs 6 lakh crore in the case of public sector banks.
Briefing media on the features of the ordinance, Finance Minister Arun Jaitley said that a number of steps will be taken to revitalise public sector banks, including those relating to sale of assets, closure of non-profitable branches and reduction of overheads when MoUs are signed with them when they seek recapitalisation.
The ordinance was notified this morning after President Pranab Mukherjee signed the executive order late last night on the recommendation sent by the Cabinet on Wednesday night.
Declining to go into details of the big defaulters or the timeline to recover the bad debts, Jaitley said there is a list of stressed assets which Reserve Bank of India (RBI) would be looking at.
"Paralysis in the name of autonomy is detrimental to the economy. One of the objectives behind issuing the ordinance is that the present status quo cannot continue. The present status quo is that nothing is moving. Therefore there is paralysis in the name of autonomy and that should be broken," he said.
He said one of the objectives would also be that bankers take commercial decisions on the basis of commercial considerations and business decisions will be protected. Oversight committees being set up under the ordinance will give sufficient comfort to the commercial decisions.
Giving the background to the decision to bring the ordinance, he said banks necessarily need to be in a robust position to support growth and if they have unacceptably high level of non-performing assets (NPAs), it hinders their capacity.
In order to empower the RBI in this effort, he said Section 35A was being amended by insertion of Sections 35AA and 35AB. Section 35A deals predominantly with policy directives and matters that relate to the functioning of the banking companies and their policies.
Jaitley said the RBI required to be empowered in relation to specific stressed assets also. "It was doubtful whether the language of Section 35A covered this empowerment and therefore it was felt necessary that RBI should be empowered in this direction."
Tracing the steps taken by the government to deal with the problem, he said that in 2016 the government had enacted the Insolvency and Bankruptcy Code along with substantial amendments to SARFAESI and Debt Recovery Acts in order to ensure expeditious recovery of outstanding debts to banks and financial institutions.
The RBI has been simultaneously exercising its own authority under the Banking Regulation Act.
The minister said there was the Joint Lenders' Forum (JLF) framework prescribed by the RBI, which was currently functioning. "Over the last few years we have been able to bring about certain structural reforms to the economy. One of the key problems that remains is that of stressed assets. Banks necessarily need to be in a robust position to support growth and if they have unacceptably high levels of NPAs, it hinders their capacity."
He said the first part of the ordinance relates to the issuance of the government authorising RBI to initiate the insolvency and bankruptcy proceedings relating to stressed assets and the second to specific directions for formation of oversight committees.
In relation to resolution of the specific accounts either within the bankruptcy insolvency framework or under any other JLF framework, the RBI will be empowered to deal with this matter, he said.
He said there were some other steps being taken. "We are also planning the process that when MoUs are signed with public sector banks, which seek capitalisation then there would be specific provisions in those memorandum of understanding (MoUs) which will be incorporated. They would relate to immediate cash relief initiatives such as sale of assets, closure of non-profitable branches, reduction of overheads, business turnaround initiatives such as strengthening credit appraisal processes under active NPA management and several others."
He said that the RBI and government will continue to work together towards expeditious resolution of the challenge of stressed assets.
"The empowerment of RBI, I hope will enable the issuance of several directions and steps in this regard. This is an ongoing process in which there are resolutions. The JLF resolution took time and without the full approval of the bank, the process used to get delayed. In this connection also, there can be directives and empowerment to RBI," he added.
The minister said the RBI steps will bind everyone under the ordinance. "This will expedite commercial decision making. Keeping the health of the banks intact is one of the focus points of RBI."
Replying to questions he said, "The regulation and to ensure the health of the banking system is one of the primary responsibilities of the RBI. Conventionally, under the Act even powers under 35A was with RBI. So it's only logical that powers under 35AA and 35AB also remain with RBI."
"This action (ordinance) will have a direct impact on effective resolution of stressed assets, particularly in consortium or multiple banking arrangements as the RBI will be empowered to intervene in specific cases of resolution of NPAs to bring them to a definite conclusion."


text:
London Uni Halls Worst Buildings, Uni with no First Years, Students Exposed to Asbestos
1,000s Sleeping in Bedrooms with Asbestos
New figures have shown that over 17,000 students are staying in university bedrooms that contain asbestos.
All the universities have procedures for dealing with asbestos, but some don't tell students their rooms have asbestos in them and therefore won't report damage to the poisonous substance.
Our Take: 17,000 student bedrooms have asbestos in them? And we might not know about it? Truly terrifying news. Of the 88 institutions that responded to the survey, the University of Warwick had the most with 2,313 rooms.
NUS pledges a £5m Green Fund For Student Unions
The National Union of Students will distribute £5 million between 25 universities to make campuses more environmentally friendly.
The fund aims to save 4000 tonnes worth of CO2 emissions and will affect institutions all over the country.
Our Take: A bit of cash to improve universities? Never something to complain about, especially when saving the planet is also an outcome. 'Going green' often seemed like an excuse to save on photocopying costs or to justify charging to use the printer to us, but if it makes our higher education system more sustainable, we're all for it.
London Uni Halls Nominated for Worst New Building
A block of university flats, completed last year, has been nominated for Worst New Building. The halls face directly at a brick wall and fail to meet legal requirements regarding exposure to daylight. The flats are so badly designed that students can only see out onto the street by looking sideways.
Our Take: We're not saying that Student Halls have to be attractive, fine architecture is a premium that is out of the price range for most. But surely halls should meet the legal requirements for habitation? And not be built a foot behind an old warehouse façade to dodge planning laws?
Uni left without 1st Years as all Students Fail Exam
All 25,000 students that took the entrance exam for the University of Liberia failed the test and has left the institution without any first year students. The Liberian education minister was, understandably, surprised at the mass failure to get into one of the two state-run universities in the country.
Our Take: Suddenly whatever A Level results you got don't seem that bad do they? Lack of interest and poor English skills are the reason for the shocking statistic, but as a country still rebuilding from a civil war, it's hard to blame them too much.
State of the Machin: More Video Game Rants...
In the past few days, (at least I've been playing FF7 all week so the Xbox has been dormant) Microsoft released an update for Xbox Live, which meant that accessing most of the online features impossible until the update was done. I'm too tight to buy gold, so most of that content is blocked off anyway. Until I wanted to watch University Challenge on iPlayer and that required an update.
Fair enough, do the update, get my content, no big deal. But Microsoft decided, I think just to inconvenience me, that after this update all Xbox Live accounts would have to re-enter their password. So after wracking my brain to remember the password I set up three years ago, and haven't had to re-enter since, I was finally ready to watch Brasenose – Oxford versus Manchester.
But no, remembering my email address wasn't enough. For 'extra security' measures to confirm my 'Microsoft account' (that was a sly change, wasn't it?) I had to give Microsoft my phone number so they could text me to prove I'm allowed to use my Xbox. No thank you.
By this point I was full of self-righteous fury that I was on the Game website, typing in the barcodes of my Xbox and catalogue of games ready to trade it all in for a PS4. Depressingly, five years of acquiring games was barely worth £100. My anger eventually subsided, and upon turning the console on and off it signed Xbox Live without any issue. Classic Microsoft.
In other news, I'm also having a pretty torrid time on the Save the Student fantasy football league. My idea of packing the team full of Chelsea players because they were playing twice in the first week backfired dramatically with all three players either benched or out of the squad completely. Suspiciously, some might say, our editor Jake is top of the league, with Stuart Robb's Blackadders not far behind.
You didn't ask, but I got 9 questions right on this weeks University Challenge, two lower than this series average score of 11.
And that's the State of the Machin.


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Scrambled eggs with shiitake, Swiss chard & fingerling potatoes The perfect scrambled eggs for a hearty breakfast or a light dinner
Delicious and satisfying enough for weeknight dinners
This satisfying scramble is the perfect weekend breakfast food, but it's so scrumptious that I often crave it for a simple weeknight dinner, my mouth salivating as I cook at the stove.
A one-stop meal loaded with protein and nutrients
Delicious as it is, this scramble is far more than a guilty pleasure. It's a one-stop meal that's loaded with protein and nutrients. Just one bowl leaves your taste buds satiated and your stomach happily full, while supplying good energy for hours to come.
A feat that's hard to beat!
Food & wine pairing: For dinner, Pinot Noir with shiitake scrambled eggs
If, like me, you sometimes crave these savory scrambled eggs for a cozy dinner, then a glass of Pinot Noir is absolutely marvelous with it.
Scrambled eggs with shiitake, Swiss chard & fingerling potatoes
serves 4
active time: 45 min
For the eggs
- 10 extra large eggs
- 1/2 teaspoon sea salt
- freshly ground black pepper to taste
- 4 oz (115 g) aged fontina, cheddar or gruyère – coarsely grated (1 1/2 cups)
For the vegetables
- 12 oz (340 g) fingerling potatoes – unpeeled and left whole
- 2 tablespoons unsalted butter
- 3 tablespoons extra virgin olive oil
- 8 oz (225 g) shiitake mushrooms – stems trimmed at the base of the caps and cut in 1/4″ slices
- 2 large garlic cloves – skinned and finely chopped
- 1/4 teaspoon red chili pepper flakes
- 8 oz (225 g) Swiss chard – leaves torn in 2″ pieces, stems discarded
- sea salt to taste
- freshly ground black pepper to taste
- Step 1: Place the eggs in a medium bowl and lightly whisk. Add the salt, pepper and grated cheese. Whisk until well blended. Set aside.
- Step 2: Place the potatoes in a medium heavy-bottomed pot and fill with enough water to cover the potatoes by 2". Bring to a boil over medium-high heat. Once boiling, fast simmer uncovered for 8 to 10 minutes until tender. Drain and let cool for a few minutes, then cut in 1/2" pieces. Set aside.
- Step 3: Heat a large non-stick skillet over medium-high heat. Add 1 tablespoon of butter and 1 tablespoon of olive oil. As soon as the butter has melted, add the mushrooms. Toss well and sauté for 5 to 6 minutes until golden, tossing only occasionally. Sprinkle with salt and pepper to taste and toss again. Transfer to a bowl with a slotted spoon so as to leave as much oil in the pan as possible. Set aside.
- Step 4: Return the skillet to the stove over medium-high heat. Add 1 tablespoon of butter and 1 tablespoon of olive oil. As soon as the butter has melted, add the potatoes. Toss well and sauté for 6 to 8 minutes until golden-brown, tossing only occasionally. Sprinkle with salt and pepper to taste and toss again. Transfer to a bowl with a slotted spoon, again leaving as much oil in the pan as possible.
- Step 5: Return skillet to the stove over high heat. Add the remaining tablespoon of olive oil, the garlic and red pepper flakes. Stir well and sauté for 30 seconds until the garlic has released its flavor, but doesn't brown. Add the chard and toss vigorously until the leaves are well coated with the oil. Sauté for 2 to 3 minutes until the chard is wilted. Reduce heat to medium. Add the mushrooms and potatoes to the wilted chard, toss well and sauté for 1 to 2 minutes until heated through. Drizzle the egg mixture over the vegetables and stir with a wooden spoon until the eggs are just barely set. Remove pan from heat and serve immediately.
29 Comments
wonderful photography, inviting pictures for this dish, the mushrooms are a nice touch, have made varieties of this dish before but never with mushrooms, thank you for sharing this
Now that's a delicious way to get your greens! This is a breakfast must! Love it!
This looks fantastic Viviane. Your dishes are not only pretty but healthy too just like this one! Well done as always! Have a nice day!
I like this dish because you can eat it any time of the day. It's quick and it looks delicious.
This is my kind of breakfast dish (or lunch our dinner too), and looks absolutely delicious! I love making a big batch of scrambled eggs with different veggies and cheese, and your combo here sounds fabulous. Definitely going to make this!
I love having breakfast for dinner! Actually, I'm normally too lazy and too much in a hurry to do a proper breakfast for breakfast.
Looks delicious on this cold snowy morning. Staying in so I might as well cook some up! Thank you!
This is my type of meal! Satisfying and mouthwatering!
Your scrambled eggs went to whole another level! Very tasty recipe and I love every single ingredient that you used..
Thanks for sharing and have a wonderful weekend!!!!
I love scrambled eggs and it is always great to throw different things in. I am so glad you stopped by my blog yesterday Viviane. That allowed me to swing by yours and I will tell you now that I will be back often. So nice to meet you!!
Perfect timing for this recipe. We have a birthday brunch tomorrow for my husband, and this will be an impressive contribution. Thank you!
These look amazing! When I do a scramble, I never look beyond the traditional additions! Thanks for opening my eyes!
This looks and sounds amazing, Viviane. I would have to cut it down because no way would my husband and kids eat it since it has *gasp!* something green in it lol as well as mushrooms but oh my, I can see enjoying this myself as a weekend treat for dinner.
Cheesy eggs with mushrooms? What's not to like? LOVE both the look and sound of this yummy dish!
Kiri! Thank you so much… Yummy and creamy it definitely is!
Wow, this is one of the most gorgeous dishes Ive seen in a while – glorious colors, and it looks so yummy and creamy!
This sounds fantastic! What a great dish! Definitely bookmarking this 🙂
Katie {Epicurean Mom}


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You file for Chapter 13 bankruptcy and get a five-year repayment plan. It's based around your current income and your budget basically allocates everything that you have toward paying your necessary expenses or paying into that repayment plan. You don't worry about investing because you just want to eliminate that debt.
Two years go by. You make each monthly payment. Then, you get a sudden windfall. Maybe you win a minor lottery or get an inheritance from a parent. Maybe your spouse, who wasn't working, gets a job. Perhaps you sell a valuable asset that you'd retained during bankruptcy, making a profit. Now that you have extra money, can you invest it?
You may be able to, but don't do it right away. The terms of your Chapter 13 agreement likely say that you have to go before the court, disclose the change in assets and ask for permission to invest.
The reason is that the court may determine that your creditors are owed that money. The reason they agreed to the repayment plan was because you didn't have the money before, so that plan was the only way that they'd get their money back -- albeit over a long period of time. While the court may allow you to invest your new money, you have to get permission first to make sure you're really free to use it as you please.
Whenever you file for bankruptcy, make sure you think of the big picture. You need to understand your rights and obligations going forward, even if your financial situation happens to change.
Source: The Nest, "Investing During Chapter 13," Katie Jensen, accessed April 28, 2017


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Hi everyone!!! This is my first post for this year (obviously, LOL). I want to thank everyone who became part of my 2013, to those awesome authors and publishers who trusted me for book reviews, to my new blogger/bookish friends and to those authors who visited Philippines for book signings! I am so grateful. My past year was really great, I am praying that this year will be more awesome more friends to meet and more authors and publishers to be friend with. More books to read of course!
I'm starting to build my 2014 to-be-read list as well as my upcoming tour posts. And what I'm looking forward to is the Goodreads 2014 reading challenge, my goal is to read 100 books for this year! Good luck to me and to other readers!
2014 Reading Challenge
Camelle has read 0 books toward her goal of 100 books.
I also want to thank all those people who joined in my anniversary and Christmas giveaway, that was really fun. I'm planning to have another giveaway soon! (Birthday Giveaway)
This is a challenge for me because I have to think over and over what are the books I enjoyed from the previous year, since 2013 has ended and that "13" is my favorite number at the same time a great year, I listed down the top 13 books which I enjoyed so much.
This is a challenge for me because I have to think over and over what are the books I enjoyed from the previous year, since 2013 has ended and that "13" is my favorite number at the same time a great year, I listed down the top 13 books which I enjoyed so much.
Shatter Me & Unravel Me by Tahereh Mafi
I really love these series it's really a must read! One more thing, I met Tahereh Mafi and Ransom Riggs! (amazing couple).
Black City & Phoenix by Elizabeth Richards
Another great book! I can't wait for Wings!!!
Every Day by David Lavithan
I like this book and it really touched my heart
Blue Bloods by Melissa De La Cruz
I love this series though I'm not done yet! (I hate myself for that).
I met Melissa De La Cruz in person!!!
Eden Forest by Aoife Marie Sheridan
When it comes to YA, Fantasy I love this one!
Backward Glass by David Lomax
Time travel!!! I love this one! So many adventures
Ink by Amanda Sun
I like this one coz I was like reading a manga! I missed watching anime's too.
After Hello by Lisa Mangum
Romance, YA? I so love this one! I can't stop smiling when I read this
American Girl on Saturn by Nikki Godwin
I started to love Contemporary more because of this book! This is so fun to read.
Iron Traitor by Julie Kagawa
Another Fantasy, YA that I love this is so cool!! (Ethan Chase!)
Mutilate My Heart by Emily Godwin
This is tricky!!! But I like this one, it's one of kind.
Taste by Kate Evangelista
I love this book. Of course Demitri. LOL but seriously this is awesome and makes me crave for the next book!
I like this tricky book. It challenges me to read.
So that's my top 13 books! It is really hard to choose. For this year I'm planning to face my physical books rather than the e-books. Once again thank you everyone for being part of my 2013!
You guys are awesome!


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Dinner or an appetizer doesn't get much quicker than this easy recipe for 15 Minute Buttery Garlic Shrimp!
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I love shrimp! There are just so many ways shrimp can be prepared and this is one of my new favorites. This recipe is quick, crazy freaking easy and most of all, insanely delicious. My kinda recipe.
If your shrimp are already peeled, this comes together in about 15 minutes. It's perfect if you have to throw together a last-minute appetizer.
Or pair it with a salad and a crusty French baguette for a lightening fast dinner… you'll need that bread to sop up all of that smooth buttery garlic goodness! 😮 This recipe yields about 5-6 appetizer servings or 3-4 dinner servings if paired with a salad and bread (depending on how hungry everyone is!).
I left the tails on (they're so pretty to me) but feel free to peel them with or without the tails left on.Print
15 Minute Buttery Garlic Shrimp
- Prep Time: 5 minutes
- Cook Time: 10 minutes
- Total Time: 15 minutes
- Yield: 4 servings
Perfectly seasoned shrimp in a buttery garlic sauce that comes together in just 15 minutes!
- 1 pound large shrimp, peeled and deveined
- 5 tablespoons butter, divided
- 2 teaspoons fresh minced garlic
- 1/3 cup white wine (I used chardonnay)
- 1 tablespoon lemon juice
- Kosher salt and freshly ground black pepper, to taste
- 1/4 cup roughly chopped Italian flat leaf parsley
- In a large skillet over medium heat, melt 2 tablespoons of the butter. Add shrimp to skillet and saute for 3-4 minutes (stirring frequently), or until shrimp have just turned pink on both sides.
- Transfer shrimp to a plate and set aside.
- Using the same skillet, add minced garlic and cook until fragrant, stirring constantly for about 30 seconds. Add wine and lemon juice, while continuing to stir. Season with salt and pepper.
- Add remaining butter, stirring constantly until sauce is thickened (about 2 minutes). Remove skillet from heat and return shrimp to butter sauce. Gently stir to evenly coat shrimp. Sprinkle with parsley. Serve with French bread, if desired.
Adapted from Southern Living
- Category: Appetizer
- Method: Saute
- Cuisine: American
Keywords: buttery garlic shrimp