In this episode, we'll be talking about what can we do to prevent that design becomes the next FED, why critical thinking is one of the most important skills in the new world, and how empathy helps businesses to become more successful. And here is the guest of this episode. Hi, I'm Doreen Lorenzo and this is the Service Design Show. Hi guys, my name is Marc Fontaine and welcome to a new episode of the Service Design Show. This show is all about helping you to make a positive impact through design. We do this by sharing real-life inspiring stories for people that are currently shaping the service design field. We talk about topics ranging from design thinking and customer experience to organizational change and creative leadership. We bring a new episode every two weeks on Thursday, so if you don't want to miss anything, be sure to subscribe. My guest in this episode is Doreen Lorenzo. Doreen is the former president of Frog Design. She is currently the director at the Center for Integrated Design at the University of Texas in Austin and she told me that one of her greatest passions is gardening, as she loves to see things grow. In the next 30 minutes or so, we'll be talking about what can we do to make sure that design doesn't become the next fat, why critical thinking is one of the most important and maybe underestimated skills in the new world and how empathy helps businesses to become more successful. If you want to fast-forward to one of these topics, check out the episode guide down below in the description or just stick around and enjoy the whole episode. And in case you prefer to listen to a podcast version of this episode, head over to our SoundCloud page at soundcloud.com slash service design show where you'll find this episode and all the previous ones. For now, let's jump right in. Welcome to the show, Doreen. Hey, how are you? I'm doing fine. It's a quite warm day here in Newtrak. You're right now in Austin. I'm in Austin, Texas and it's always a warm day here. Yeah, that's true. It's bright. It's actually going to be a lovely day here too. So, Doreen, you have an amazing background in design and you've been in design for so long. I'm really curious if you can actually remember the very first time, maybe not that you got in touch with design, but things like service design or design thinking. Can you recall that moment? Well, so interesting that you say that. I didn't know what they recalled. In other words, they didn't really have a name. It's just what you did. If you think about the premise of what design thinking is or creating the customer experience or creating something that will make sense, that's just what a designer does. That's how you're taught. That's where your DNA is. Now, I have to tell you, I am not a designer by training. Really, I'm not. Well, I went to film school and I worked in the film industry for several years, but I got involved with design just as the internet was starting to bubble up. Really, for me, I saw, interestingly enough, I saw that, hey, this is going to be a great delivery service for film and video. It'll take 25 years. That being said, I really became interested in the internet and jumped on that bandwagon and that's how I got involved with design. Obviously, then saw the power. Really, it was always about understanding how to deliver something great to whoever was going to use it. That's really design thinking. Is it what you're saying that all the new terms that have emerged are maybe a way to just explain to the rest of the world what we've been doing for quite a long time? Absolutely, and that's great. It's great that we've put a framework around it and it's great that we've now expanded it. Seriously, Mark, I've been one of the people out there pushing design as a core fundamental in business for many, many years. When I first started, you didn't even enter the building. Nobody ever said they worked with a designer. You were like, no way. That's like going to a marriage counselor. We don't talk about it. Today, the fact that designers are in such high demand that people put a value on design thinking or service design, this is really important. This is where we've come. The fact that we've now put these nomenclatures around it, that's good for the business. That's already a bridge, I think, to one of the topics that you've noted. I've got your topics over here. Let me pick the first one and then it's up to you to come up with a question surrounding that topic and it's up to you to make it really hard to make it a really easy question for yourself. Like I said, we have introduced new terms and my topic that I would like to share right now for you is substance. So is there a question around substance and what do you mean with substance? Yeah, there's absolutely a question about substance. So as I said, we've been from the design perspective, this is how designers have been trained. They're very interested in really understanding people, getting insights, prototyping, testing, getting out in the market. That's designer training. That's human-centered design. My concern today is we've now made design almost a fad and I worry about that. I worry that it will become a fad. I worry about all the boot camps that people take in design thinking without really having the knowledge and the depth you need to make big changes because at the end of the day, design is about change and you have to be able to do that. So the question is for me is have we created a fad? Does it have depth? And then what will that mean to the industry? And what will it mean for the industry? Well, if we don't wrap our head around this with a little more depth, we will in fact say, we'll have a whole bunch of people that say, hey, I tried design or I tried this design thinking thing and it didn't work. Let's move on. Let's move on. And so for me, it's like really getting in there and really empowering, really teaching people. You need ninjas.  You need ninjas that really understand when you get to the hard parts because the easy parts are, oh, you know, we've got creative and we came up with ideas. The hard part is how do you match those ideas to the true insights you've gotten from people and oftentimes those ideas and those insights are very different than what people thought, right? And then how do you then get that infiltrated into an organization to make that change? That's the hard part. That's what designers are very, very good at and we need to make sure that we don't lose that. So my question when I was reading through this topic was like, if I look in the mirror, if we look in the mirror, you know, what can we as design community do differently or can we sort of blame ourselves for creating this Fed? And how can we change this? Well, I think we can blame ourselves.  Like we're not, you know, we have a seat at the table, right? Designers never had a seat at the table. So we finally had that. That being said, today, we also have to make sure and how do we change this is we have to make sure then that we don't get so caught up in the Fed ourselves that we forget that just has to have a result. And the result is not giving thousands of people, you know, an online course that gives them the overview of what design thinking is, right? The output is really, how do we make sure that people really understand how to accomplish that and really take them through that process and that's harder to do. But I think programs are being started in universities, you know, certainly the university that I'm at as well as even elementary and in high schools are starting to teach this. And I think that's where we as the design community have to go. I was really curious if you've seen similarities in have you seen similarities with other fields that have gone through a similar process maybe? Well, I think we went through this kind of optimization. We went to optimize, optimize, optimize and we optimized ourselves into no innovation. So that was a great example of a whole industry and optimization, right? That all of a sudden we had no innovation. So that went too far. And now we're like, okay, now we've got to get to this innovation. So everybody's like learning design thinking, but are they really going to do it in a way that's going to be impactful and have the desired effect that you wanted to have? And when I hear a company saying, you know, we trained 40,000 of our employees on design thinking, I'm like, no, you didn't. You know, they might have taken a course.  I am by no means a rocket scientist, right? So we have to make sure as an industry that we understand that there's the value still comes in having these experts who they understand how to make this stuff happen. But is one of the challenges that we have as the design industry that we are not so good in articulating the value that we provide? I think that was the case. I think we've gotten a lot better at that. I think the business world has accepted that there is a lot of value. If you start looking at a couple of things, one is the Design Management Institute puts out their, you know, yearly or bi-yearly report on design-led businesses and their success. And then most recently, Forrester put out in conjunction with Adobe also put out a very interesting report about design-led businesses and it's very, very clear that businesses leading with design are far more profitable and far more successful. We have to move on to a topic that you already, again, hinted upon and it has to do with education and learning the design skills, I'd say, at a young age probably. And this topic is about critical thinking. Do we have a question that goes along with this one? You know, why in so many instances have we decided with education, particularly in the younger years, to begin to test children, you know, we want results, we want to understand how children are learning. So we're giving them this kind of rote test and leaving off the idea of problem-solving, true problem-solving. And what's happened is you're, we're creating students and this is and I travel all over the world, I see this all over the world. We're creating students that want to study to get the A because they could pass the multiple choice question and is not really looking at the complex problems we have. So what happens is these students get out of the university and guess what? They're going into situations where that's not valued. What's valued today is solving complex problems because we have created, by our industry and technology, things that we do, very complex problems for people to solve. You know, it's not like build a widget. It's like this widget has like digital and software and it's artificial intelligence, right?  Like they're complicated and we haven't, we're not putting the emphasis on that. So I really worry and I see it all the time at the university, I worry that we've gotten away from this concept of critical thinking, which is bad. So I kind of gave you the question but also answered the question. So what is the biggest transformation that needs to happen within education to make sure critical thinking isn't left out? Well, I think we have to allow for more problem solving. I think we have to allow for not just the success of the individual. So schools today are very individual based. Like you, Mark, would go to school and get your grades, right? A lot of this should be based on team dynamics. Again, teaching students how to work in cooperation with others because that is the faith. That's where the world is today. That's how the business world, the nonprofit government, that's how it works. And so the education system needs to go back to giving students more problems to solve. I mean, I do remember, I mean, yes, I'm much older, but I do remember so much of it was, these really complex critical thinking and problem solving that we had to do. And we've seen, I know, as I watch my children go through school, we got away from that. There was much more of this multiple choice. So there's a balance, right? It's not like one is better than the other, but we need both. We need both. And I think we swung the pendulum too far. You're working right now with students and you said you see kids going through school. What works for you? What have you seen that stimulates critical thinking? What are the real triggers? Well, it's a great question because what's interesting about it is when you give people a big, wicked, hairy problem to solve, the first thing they do is run away. Oh, Google. That's the first thing you want to do is like, oh, no, I'm sorry. I'm getting my tooth extracted today. Like I can't do this. Like that's more fun than... But if you unpack it for them in bite-sized pieces, in other words, take little chunks of it, you can see the wheel starting to turn and the excitement because they're beginning to make progress and that's much more fulfilling and much more rewarding than answering a multiple choice question, right? And so teaching people methodologies and ways to begin to unpack these problems and to then rely on different people to help you, right? Because you're not never in this complex world that we live in, we're never going to know all the answers.  You may come up with, like the lone hero may come up with the idea, but it takes a village to make stuff happen these days. And so that's where we should be teaching our students in that methodology because that's not going away anytime soon. And what is one of the most important things that you show your students around critical thinking? How do you get them started? You make a big, hairy goal smaller, but... You show success. I mean, everybody rallies around success, right? So when you can get the desired outcome or an outcome that is successful, you can watch the transformation over time. So if you think of college-level courses, university-level courses, they're usually about 15 weeks. You can see the transformation over time, when they start to when they finish and how they are just feeling so good about it. So I guess it has a lot to do with confidence, right? Building confidence. And I see this happening throughout our projects. You know, as soon as you somehow manage to get people on board and let them do stuff for themselves, then you don't have to explain anything after that, right? No. They get excited and it just builds momentum. Right, and they're getting interaction.  And the fact that you could think and act on your ideas, because we are, you know, this is what separates us, right? We're humans. We generate ideas constantly. So how do we teach people how to then begin to act on that and know if that idea is better than the other idea? Because we want to. I mean, that's what we do. Otherwise we would be chimps or dogs, right? So we need to really, we have this wonderful ability that we tend to not teach students how to use. We teach them how to memorize, and that's not a good thing. Have you seen, so if this is like critical thinking in the educational field, what is your experience with critical thinking in the business or organizational field? Well, this is where it ends up, right? So what you see in some businesses, and you could probably name them off on your hand because you know them already, is you can see where people are thinking differently. They're expanding what the view of what's accepted is, right? So here's what I have seen, and I've seen this over and over again. The more experienced you are at a particular topic, oftentimes the less you are open to thinking about new ideas. And that's why this methodology and design and critical thinking becomes so important because you have to then disrupt kind of your old ways in what you're doing. And if you allow that in a business to happen, then you can see how businesses begin to change.  Like, you know, you need to adopt the beginner's mind and get away from the 20-year of experience sort of that you have built, right? And don't expect, you know, what you hear. I'm sure you hear it from that. I used to hear it from my clients all the time. Oh, no, I know that. I know what they want. I know what they want. I know what our customers want. I know what our employees want. Well, actually, you don't. That's a classical one, yeah. They went out and spoke to them and really went out and understood them and really went out and really looked into the problems that they had. Then you would really understand them. And I think as designers by practicing this it sort of becomes a second nature and it sort of becomes curiosity. We just want to explore things and learn about them, right? Well, curiosity is exactly every designer, actually every human being should be curious. It's what do you take with that curiosity? How do you take that curiosity and turn that into something that really can make a difference? That to me is what is so important. Let's move on to the third topic. And the third topic is also a skill, I guess, or maybe an attitude, and it's empathy. So do you have a question around this one? Yeah, I have a question is why if that is the most important skill, if you talk to business, the most important skills you can have as a leader, as you can have as a team member, why is it not valued in the world? Why is that still looked at as a soft skill and why is that we have not put the appropriate amount of value on that skill? What have you found? Well, what I found is it's very interesting. Again, when you deconstruct what successful businesses are, so many of them have empathetic leaders. We know for a fact that people work at a business not because of the work and not because of the pay, but because of the environment of the people. We're largely dealing with who your supervisors are, who your coworkers are, and again, creating this empathetic environment. We also know that in healthy business environments, employees succeed at a much greater rate than they do in unhealthy environments, right? So we know all this is a fact, right? Yet, we still think of these because it's not taught in schools. It's more taught in the way that we do as a kind of that soft skill. Now, if you take the medical profession as a maybe a direction we're moving in, Bedside Manor was not taught in medical school up until about 10 years ago. Now it's only one or two medical schools. Now it's becoming part of the medical school education is really how to, and you have two things. Physicians are probably the most empathetic people right now that's being part of the medical school education. I think we'll begin to see that trend and put an emphasis on this because at the end of the day empathy is something you can learn. Some people are more empathetic than others but it's a learned skill. It's theory of the mind and the more you do it, like anything else, the better you get at it. And it's not sympathy. I'm not feeling sorry for you but I'm understanding you at a deep personal level and I'm understanding you what makes you tick. And as a leader, I can help make better decisions that way. It's part of my decision process. So even if my employees don't agree with me, they know that I've taken them into consideration. As a designer, you can make better decisions because you're understanding people. You can work better with people on your team because you have respect and understanding of what they bring to the table. So it's a skill that seems pretty simple, costs no money to develop and embrace. Yet we haven't put enough emphasis on it. So again, the same question probably as with critical thinking. We can apply that on a personal level but if you look at empathy on our organizational level, how do you nurture that? Well, you embrace the fact that you want to think about your employees. You want to get your employees' insights. You want to understand them. What I hear from a lot of leaders is they'll tell me things like they'll bring it back to their boss and say something like, well, this is what I've talked to the employees. They're like, that doesn't matter. Well, it actually does. If you want to reduce turnover and organization and again, happy cows make happy milk.  So which or how important is the role of leadership in all of this? Well, leadership is always key, right? Without a great leader. It's funny you say that because I always get a lot of, this is the question I get asked all the time.  Nobody will listen to me.  Have you tried to test it? And yeah, I've done all that. And at the end of the day, sometimes you just have to say, if your leadership is not on board, this is just not going to happen. And this is really hard with all of the great stuff that we do in the design world. That's a really hard pill for a lot of people to swallow. But at the end of the day, if you have somebody who just doesn't want to change, it's just, it's not going to happen. And have you seen business leaders transform into becoming more empathic or embracing empathy? Absolutely. Absolutely. I've seen a lot more. What made them change?  And so you're starting to see a lot more leadership be a lot more empathic because they're realizing better results from it all. You know, at the end of the day. That's a good KPI. Yeah, exactly. Doreen, as in every episode, I would like to give you the opportunity to ask a question to the people who are watching or listening to this episode. Is there anything you would like to ask them? Yeah, I'd love to know really see, I'm, you know, I like to understand people. So if anybody was going to describe me, I'm certainly an empathic person and I'd like to understand people. And when I look at the design, I mean, people are watching this, wanting to learn tips. It's like, what are some of the things that prevent designers from being successful? What are some of the barriers? Want to send the blocks? Why can't it happen? What do they begin to see? Because I think the more that we understand that in the design communities and more than we can then build frameworks that really help people be more successful. So yeah, what are the big challenges for designers to make impact? Maybe that's the... Yeah. Time flew by, Doreen. This is all we had the time for in this episode. And I'd really like to thank you for taking this time. Thank you so much. It's been a blast. I really enjoyed it. Thank you. Thanks, Doreen. So what do you think is the thing that's keeping designers from becoming more successful and creating bigger impact? Share your thoughts and ideas in the comments. This show is all about helping you to create a positive impact through design and to make businesses and services more human-centered. If this is your first time here and you'd like to see more interviews, be sure to check out some of the best episodes and don't forget to click that subscribe button. Thanks for watching and I'll see you in two weeks' time with a brand new episode.


who believes and ensures that customer experience is a core business ideology at the heart of the brand. Please welcome Mr. Nicholas Contraplus of Marketing Adobe DX Commercial, who's speaking on the topic brand utility, the core of brand purpose to deliver exceptional customer experience. Joining us live from Singapore is Mr. Nicholas. Hi Nicholas, over to you. Good evening. Good evening and thank you for that welcome. I love your energy and passion there. So very good job. Let me just get my screen shared for you and you let me know once my deck, well, we're having a slight technical issue here. Just give me one second. Okay, bear with me. Sorry about this, everyone. I'm having to let's see if this works now. Are you able to see my desktop? Yes, I can see. Are you also seeing the slides or are you seeing the notes as well? I'm seeing the slides only right now. Only the slides. So you're not seeing my speaker notes as well. Okay, great. Awesome. Excellent. Just let me know if there's any issues with the slides as I get going. Sorry about that. The joys of virtual presentations. So off we go. I'm here to talk about a topic I'm deeply passionate about. It's going to be a quick fire talk. I'm going to try to make up some of the time we just lost, but as I said, this is going to be a topic I'm very passionate about. We're going to talk about brand purpose and brand utility. I've always been passionate about customer experience as a marketer, but I'm also passionate about other things. Of course, my family is one of the things I have a deep passion for because they are really ultimately what my life revolves around outside of work. But it wasn't always that way. I also was someone who traveled extensively from a young age. I left, actually, Australia when I was in my 20s and took off and backpacked around the world and saw all of the things that had to offer. But then at some point, I met my beautiful wife and then we decided to get married and then I became a husband and a father, which has given me a great satisfaction. And now I really know what my purpose is. That really is ultimately to try to be the best dad and husband I can be to my kids and to my wife. For me, to be happy ultimately and to achieve something in this world, everyone must cultivate a great sense of satisfaction. I deeply believe that. And ultimately, we've got to be passionate about what we do and ultimately you can't do that without really having a clear purpose in my opinion. And that's going to be the cut and thrust of my talk today. This really ultimately gives us grounding and direction and satisfaction. And ultimately, purpose is practical and doable. For me, my purpose ultimately is, as I said, to serve my family. But in order to do that, I also need to understand them. I need to see them as individuals. These are my two boys, Yilan on the left, Sush on the right. Both are very different. Yilan loves throwing himself off high places.  He's very physical. My eldest is more of a computer guy. He likes reading, et cetera. So they're very different. My approach to them is very different. I don't use a one size fits all approach when it comes to my kids. And ultimately, this is a key message I want to deliver when we think about that in terms of our businesses. We need to think about our customers as being obviously uniquely different. And really, some people might think this idea or this notion of purpose is a luxury. But it really isn't. It's quite a foundational pillar for your businesses. And ultimately, purpose, though, it really shouldn't be seen as about saving the world. And I've seen this become quite a prevalent approach to a lot of brands when they embrace this idea of purpose. They start anchoring it against maybe some social issues out there. Ultimately, it really shouldn't be about promoting your brand. The consumers and customers can see through inauthenticity. This is a great example where Pipsy had embraced a topic and then ultimately got a lot of backlash on that. So again, we've got to be mindful and careful about how we embrace this idea of purpose and incorporate it into our businesses. And we've got to see it. It really is about being who you are and the reason for your being. Ultimately, it really is why we get out of bed every morning. This is where when we think about purpose, we've got to really think deeply and widely about it. And ultimately, Simon Sinek was a great influence on me when it came to this topic. He wrote a fantastic book, which is pretty well known. But for those that haven't come across it, they should buy it. Know your why. And he talks about people don't buy what you do. They buy why you do it. And this is really at the heart of the talk today about purpose and the importance of that. We now live in a post-pandemic world where we're seeing unprecedented change in terms of how customers are engaging. We've seen, obviously, churn is up, but also new businesses increasing for a lot of brands. We've got a lot of new customers coming. But also their expectations are increasing exponentially. But we really need to think about how we capture our customers, both heart, mind, body, and spirit. We need to really do this. We really need to understand the different journeys and pathways that they're taking that constantly evolve and adapt. We need to look at how we remove that unnecessary friction and touch points. And we ultimately need to anticipate what they feel and what they need. This is really important because customers don't care how hard it is for us to organize ourselves around them. They really don't. They've got so many options available to them. So really defining your purpose and really building a purpose that connects to your customers, as I said earlier, isn't a luxury. Brand purpose really is the beacon that can really light the way forward for your business. It's something that you can rally not just your customers, but your employees, your partners around. And without a clarity of purpose, brands really run the risk of fragmenting and ultimately having a disconnected business model. Really what we're looking at here is trying to create and use purpose as a way of helping ultimately create order out of chaos. Because if chaos, we know what happens there. If we pick that path that ultimately leads to poor customer experience and ultimately also poor employee experience, which feeds that customer experience and ultimately also is a significant impact on the business. So brand purpose is not a mission to save the world. So when you think about that, when people talk to about brand purpose, don't see it as a way to save the world. Brand purpose really is about your why and the meaning behind your brand's existence and its potential and its possibilities. Brand, you know, and really in order to deliver and create brand purpose, we need to understand also the importance of the brand promise is really the commitment to fulfill your purpose and the realization of the brand to the world. This is really important. You know, brand utility is is another idea that I want to introduce to you here because really brand utility is how we ultimately apply our purpose. It's it's how you walk your talk. And it's ultimately the practical counterpart to your purpose and your promise. It's it's how you how you ultimately will, you know, deliver the value that you're aspiring to deliver and ultimately enable you to serve your customers in new and exciting ways. And for this, you know, again, if for those that are really passionate about customer experience and ultimately, you know, looking at, you know, design thinking type skill tool sets in helping, you know, architect optimal customer experiences will know that empathy is a really important part of, you know, delivering great customer experiences. We need to really invest in empathizing with our customers and ultimately being, you know, cognizant of the importance of how we keep those promises we make. Because ultimately those promises that we keep will lead to trust and trust is the bedrock of customer experience. So, you know, how to use brand utility to create an awesome customer experience is often a question that I get asked, you know. So for me, brand utility is really the central pillar of customer experience strategy, ultimately, brand utility is how you deliver that value and serve your customers. I said earlier, you know, every customer today is being bombarded by messages. We're getting inundated by messages through different channels. And, you know, it's getting quite stressful for a lot of us when it comes to making the right choice. And for me, you know, a great brand helps, you know, create a signal through all of this noise, this scramble of channels and platforms and touchpoints represent a very, very, you know, challenging time for a lot of customers. So what we really want to look at is how can we simplify that experience and ultimately creating brand utility for me is about helping make life simpler for the customer. It's really about taking the complexity out of that choice, helping me make, you know, a choice that I can feel confident is the right choice, is really the end goal and a core central sort of objective of creating great brand utility. And this digital shift that we've seen has been quite dramatic and all-consuming. You know, customers are really, as we know, become increasingly more powerful. And I've really driven this digital sort of transformation. We really, you know, customers have been fast-adopted, consumers have been fast adopters of new technology, much faster than the businesses that are trying to serve them. So we really need to appreciate that and understand that. And actual fact, if we look at the rate of adoption that we've seen in the last year, it's been unprecedented, actually. You know, we've seen five to 10 years of growth just in the last year in terms of acceleration, in terms of how people are adapting to utilizing technology in their decision-making processes. So really, you know, we want to, you know, help make that experience much more frictionless for our customers. We want to, you know, personalize the experience because we've got to recognize that our customers are really now being born or the experiences that we're delivering are ultimately being born in the digital realms now. So this is something we need to look at. How do we, you know, arrange our go-to-market strategies to embrace these new technologies and capabilities of connecting with our customers in a way that's uniform, that enables us to present the content in a beautiful, elegant way? You know, and ultimately, we are seeing customer behaviors changing significantly across the businesses, across segments and data. Data is such a critical component of our ability to adapt to these changing behaviors. We need to be able to harness that data in a way that enables us to really get those insights that can enable us to architect that customer experience in an optimal way and a one that meets that customer's desire, a way of engaging with your brands, you know? And the reality is a lot of businesses are still struggling in this area in terms of being able to meet these needs, these challenges that are being thrown up against us. So we really need to look at seeing the opportunity that exists there, you know, being able to embrace that opportunity and convert that on and ultimately into a way of engaging our customers in exciting and new ways in presenting information and content, as I said, in a way that creates utility. We need to win the hearts and minds of the customers. We need to look at recognizing that customer journeys have always been quite emotional. They're not necessarily always rational. Martin Lindstrom, I think, has estimated that 90% of our decision-making process is actually emotional. So we need to look at how we can guide our customers on that journey using the data they're sharing with us each and every day to help us engage them in a way that, you know, like I said, gives them a greater level of confidence and helps inform those decision-making processes, you know? And again, a great way to do this is, you know, looking at using the insights for collecting of our customers in a way that helps us demonstrate empathy when we engage with them. And ultimately enables us to provide, you know, a greater sense of comfort in those customers, those key decisions they're making. And this is where data for me is quite a critical component of this journey. How ability to harness data across all the different touch points that we're connecting with our customers on and aggregating that in a way that enables us to get that greater sense of what is making, what is the key, you know, driver for someone in terms of the decision-making process that they're using in terms of making a product selection, for example. You know, brands must look at how they can see their customers beyond just data sets and numbers.  Using empathy is a, you know, customer-first approach. And ultimately using that brand purpose that I've spoken about earlier in a way that, you know, shows that we do genuinely care about them. You know, companies with brand purpose do outperform their competitors and we're seeing this. And this is actually also very important in terms of your employee experience. We see that employee experience and being able to anchor their roles to a clear purpose has a beneficial, you know, result for the businesses. So really look at this topic I'm talking about today as being something not just about your customer experience but also your employee experience. And a great brand that does this really well is Changi Airport. For those that have traveled through Changi will know what I'm talking about. This isn't just an airport experience. They deliver ultimately, you know, an experience that goes well beyond just being an airport. And they really do translate this right across the entire, you know, airport and into all of the different people that work there whether it's the employees or suppliers, they're all involved in delivering that experience is a clear purpose in what they're trying to deliver. Here at Adobe, our purpose is changing the world through digital experiences. That's a really important component for us. So what I really want to challenge you today with is going away and think about what is your purpose, your brand and how does that fit into your overall go to market strategy? Clearly last year and what we're seeing this year will not be a period of time that we'll miss. But one thing that has been proven out is those brands that are delivering great experiences are ultimately creating great value for their customers and their businesses. So let's look at how we can embrace this idea of brand purpose and brand utility to drive innovation in our organizations. You know, looking at how we can bring, you know, marketing and innovation together but ultimately see that customer experience is not just the marketing or customer service topic but it's an enterprise wide initiative that we need to bring the entire organization around together on that. So I encourage you to stay optimistic. A lot of the data points I quoted here are freely available. Feel free to go and download the report that underpins some of this. I will also share my PowerPoint deck with you all after this. My name is Nicholas Contopolis and it was a great privilege to share this content with you today and sorry about the technical glitch at the start there. So back to the team.


Hello, this is Morgan and Sean. We're from Great Falls, Montana. We love watching Trucker Josh vlogs. Don't forget to subscribe. Good morning. Good morning. Let's go get our coffee. I'm gonna sit on the perch. Do some part sitting. With my coffee. Oh, yes. Okay. Now I gotta get my mug. My mug, here's my mug. Out here, man, settles his own problems. It's bright out here. Much better. All right, boys. Diesel. Chevy over there. Why doesn't porch sitting with me? Hey, come here. Come here. Who's in porch sitting? No, no, no. That coffee's for me, though. Coffee's for me. Sorry. You got enough energy, man. Hamming old man, I need some coffee. This is for human people. I almost call myself an old man. Every time I do that, Brick gets mad at me. I'm not an old man yet. I'll get there. I'm trying to get in enough hours at work. We're not hours. I'm trying to get enough work done. So that one day when I am an old man, I can just do this full-time. I'll be a full-time porch-sitter.  Drinking my coffee. Yelling at the neighbor kids to stay off my lawn. This will be my view. All right, Diesel. You're still gonna be here, right? And you gotta live forever, man. That's the deal. So our family reunion today is the Gaysbracht reunion. Got aunts and uncles coming in from Ontario. There's one of my aunts and uncles came. My aunt and uncle came from Paraguay down in South America. They're up here to visit from BC, but they live in Manitoba now. So I guess now they're Manitoban. Am I missing any? My family from all over. Apparently all dad's siblings are gonna be there. All the ones that are still here with us, they're all gonna be at the reunion. That hasn't happened in well over a decade, I think. So it's really exciting for them to get together with their siblings, and I sort of get to see my long-lost cousins that I haven't seen ever, or that I've seen like once or twice in my life. Should be fine. Apparently there's gonna be fireworks tonight, too. I don't know. Let's see what happens. So we got quite a few people here. We just took some family pictures. Some people left already. I think they're coming back later though, but a lot of people filled up the whole park pretty much. I might give the camera to my dad. This is his family. I'll let him go around and film some with everyone. He's very excited that everyone was able to make it. Oh, we all are. We're all very excited. The Geesprech, the Geesprech family reunion of being in Canada for 50 years. We all got together in almost every single, except my oldest sister couldn't make it. She had a heart surgery just a little while ago, and she's still in the hospital and recovering from her surgery there. This is just south of Steinbeck, Manitoba, Canada, and we're all scattered all around the yard here. You know what? I don't even know all of them. There's brothers and sisters with their children, grandchildren. We're just starting to play some games here.  Just visiting with Aunt Lily. People all over the place, having a good time. Sitting and visiting, walking around. We're just end up breaking for a snack. We took a whole bunch of photos for family history, and now we're just taking a bit of a break, having some goodies, some to drink. Hello, here's one for me on your face. Just gathering all over the place. Two boys going for a walk. Let's check out the kitchen. Let's check out some food. Not all of them goodies. Sitting around just taking care of all of this. Oh, hi, is that a camera? That's Chuckle Josh's camera.  You made it.  I can hardly wait till I start. I think you've seen that face around here. Chuckle Josh's video. Just taking a few clips. It is time to eat. I'm trying to find Chuckle Josh. I'm not sure where he is gone. I think I found him. Join his food here. This is the good stuff right here. No doubt. Take a look at that. These spread sugar. These spread sugar are right. Almost all of us are sweet tooths. Okay, those are a couple clips here. A little few minutes of showing what's going on here. There's a whole lot's going on here yet today. Look at that. Found me all the way from Paraguay and all around. That's Jesse. That's my nephew. That's Jesse. This is Jason. I got that right yet. Someday. If I don't, they'll say to it that I will. Okay, I want to show you some pictures of my family too. This is from my mom and dad and all the kids, grandkids, great-grandchildren and so on. I think there's even great-great-grandchildren. But I'm not going to want to end my name. I'm just going to show you a little bit of the family tree. It started off with Peter and Maria Giesbrecht. Then from the oldest one, this was the old Maria. That was all her children. And Diedrich. He stayed single. He died before he could get married. And then Peter, Sarah and so on. Up to here. That's where I am. Three kids. Two grandkids. And then this whole tree. I don't know if you can see the whole thing. That's the family tree. I want to show you one more thing. All the ones here except just my oldest sister Maria. It started off from here. Everyone is a family member. The wind is kind of getting a bit strong here. And up to 260 people. And there's one family. That is just from my parents down here. Of course, my parents have both have gone already. Three of my brothers have gone on. Like, uh, Diedrich has died. Peter has died. And Abraham. Like Abraham and Master. All the names that are in in bright red. Those are my siblings. And the other ones are married into it. So Abraham. So Abraham. And Peter. And Diedrich. They're no longer alive. But all the sisters. Eight sisters yet. And, uh, five brothers. And all their families. Are still around. It's been a great gathering. And what's going on? I'm going to go on till dark. We'll have some fireworks later on yet. That's right. We'll go on fireworks here. And I'm going to see you. And you get to go. You get to shoot me. And you're going to come on TV. So that's part of our family history. It's been around for quite a while. My dad was born in 1919. And I was born in 1955. So we've all been around. The youngest sibling of mine is He's over 50 years old. His father's been around for quite a while. And all of his children, grandchildren, great-grandchildren, great-great-grandchildren have come onto the scene. Not everybody could make it. I didn't have a one-child-grandmother here. But my father was a great family man right there. Enjoying his meal and bowing down to you. That means he likes all of you. He's a great guy. Wouldn't be a gathering without some good old-fashioned German hymns. That's dad on the guitar there. That's my mom on the right there. That's my two aunts in between and my dad's sisters. Dad's playing a song that he always played when I was a kid. One second. I'm surprised I'm here. He doesn't know we're coming. Playing a song you always played when I was a kid. That's my mom on the right there. There it is! I remember you played this song every time you came home from a trip. Picked up the guitar and pecked away. And we're back home once again for a really fun gathering. And we're getting ready for the stampede. Here they come. You ready? You ready for it? We're going to hide around the corner so they don't know where I am. Hey Frank. Hey buddy. Be careful. The big guys are coming.  Just like a bullet. Hey buddy. Hey. I missed you man. Hey Diesel. What are you doing? Collecting all your toys? Taking inventory? Thanks for no one's stolen while we were gone. Hey guys. All right let's go out guys. Get your collars on. They're on the counter over here. Excuse me gentlemen. They glow. See? And at night we can see where they are in the bush. So this wasn't a regular Trucker Josh vlog. This was a very special one. This was the Geese Breaks Reunion 2019. And a big thank you to my dad for taking over the camera there and showing you guys around a little bit. Showing you that family tree. There was 17 children in their family from my Oma and Opa. Which means grandma and grandpa. My Oma and Opa had 17 children. The two of them.


The Production Possibility Model A production possibility model demonstrates the different combinations that could be produced from a fixed quantity of productive resources. To begin, let's look at the structure of a production possibility model. First, there is a title to let the reader know exactly what you are graphing. The title is a combination of product 1 and product 2 that the ACME company produces. Second, the graphs X and Y axes are labeled. This is where you place your two products. Make sure the names of the products are placed on separate axes. Third is segmentation. It is crucial that both axes are segmented into the same units and increments. It is necessary to segment evenly so the data are accurately represented. Now let's label the horizontal axis skateboards and label the vertical axis snowboards. Then we will need to come up with a title at the top of the graph. Next is segmenting the graph. To begin, the ACME company tells us it is a small company with a fixed number of employees and resources. What most of the company could produce in one day is 75 skateboards or 50 snowboards. Because we have small numbers with which to work, an increment of 5 is fine. The ACME company wants us to create a production possibility model for the company. Here is the information ACME has given us. If all of ACME's resources are dedicated only to skateboards, in one day the company can produce 75 skateboards and zero snowboards. Next, let's plot the combination of production possibilities for snowboards and skateboards on our graph. ACME can produce 75 skateboards, but if it produces all 75 skateboards, it cannot produce any snowboards due to limited resources. The skateboards on the horizontal axis, number 75, place the dot on 75. Because zero snowboards on the vertical axis were produced, we do not need to move our dot up or down. Label the dot A at 75 on the horizontal axis and zero on the vertical axis. Next we will label the dot B at 67 on the horizontal axis and 15 on the vertical axis. Next we will label dot C at 55 on the horizontal axis and 25 on the vertical axis. Next we'll be dot D at 30 on the horizontal axis and 40 on the vertical axis. Next we have dot E at 15 on the horizontal axis and 45 on the vertical axis. Finally is dot F at zero on the horizontal axis and 50 on the vertical axis. Now using the coordinates we have plotted on the graph, we connect the dots. You have now created a production possibilities curve. Notice that when ACME produces 30 skateboards, it can also produce 40 snowboards with the resources it has. This exemplifies for us the definition of the production possibility model, a model that demonstrates the different combinations that could be produced from a fixed quantity of productive resources. Therefore, if it's summertime and people are asking for more skateboards, ACME will produce fewer snowboards and more skateboards. Notice that ACME needs to buy new machinery or employ more workers to produce more of both products. Notice that an increase in the number of people wanting the product does not push the curve out. ACME will simply satisfy the customers' wants by producing more of one product than the other. So once again, in order for ACME to produce more of both products, it needs to buy more machinery or hire more people to work longer shifts. As you can see, a production possibilities model helps us to better understand the different combinations of goods that could be produced from a fixed number of productive resources. You have completed this activity, the production possibility model.


Team keep it clean. Hey, what's up, man? I love y'all. I hope your Saturday is going really really good. Mine is going great Things are just great, man. Things just over all that great I appreciate y'all so much. Shout out to any y'all that are watching the question from subs video than all of a sudden You got a notification all up there, buddy. Whoa, slow down buddy. Well, tell them Ravens are slow down Then I'll slow down but anyway and oh shout out to the newest team keep it clean patron My god, Jordan appreciate you Jordan for becoming a team keep it clean patron. So these Ravens These Ravens been busy. They've been busy because you know, they they got a Vacancy they got an opening on this staff at a pretty significant position their offensive coordinator and they been Interviewing this guy that guy that guy that guy they've been interested in this guy that guy that guy a lot of NFL guys, but Now they are dipping into the college ranks for an interview and they went to Georgia Georgia and they interviewed Georgia offensive coordinator Todd Monkin for their offensive coordinator job this week per source Monkin has been eyeing a potential NFL return and it's also slated to speak with the Buck so that was the report from Tom Pellecero that he put out like maybe like 10 minutes ago something like that, so The Ravens they switching it up a bit and I mean, I ain't mad at it. I ain't mad at it Whenever um, you go for interview Trust me. I've been on a lot of them They'll look at your resume. They look at what you've done over the years and whatnot the highs the lows the What was this gap of employment? What what tell us what happened there? but anyway, what they will look at is what you've done recently what your current position is or your most recent position was Because it's all about what have you done lately and what you can do for me now and with Todd Monkin Just looking at his uh, his resume He coached a lot Some of it was head coach some of it was coordinators and stuff, but we'll go to more recent years And from 2007 to 2010 he was a Jaguars wide receiver coach in 2011 12 He was the Oklahoma State quarterback coach. He worked at Southern Miss from 2013 to 2015 But then a 2016 2017 he was the Tampa Bay Buccaneers A wide receiver coach and maybe assistant offensive coordinator in 2018 He was the full-blown offensive coordinator, but then we getting closer to the good stuff 2019 he was the Cleveland Browns offensive coordinator so that Well, I mean a and that game against the Ravens in Baltimore Remember he he helped run Earl Thomas out of Baltimore like that was a start That was a start like he Todd Monk and try to let all Ravens fans know like a Earl Thomas could still play But he ain't about to chase nobody He ain't about to chase on he tried to forewarn us and a lot of us include myself I didn't fully take the bait I mean I wasn't a fan of that play and we talked about it on here like when Nick Chubb was running the other time it just stopped I was like, uh boy, but anyway in 2020 To currently he was Georgia's offensive coordinator and we know Georgia, I mean on December 31st. I think right at like 12 a.m Well, ain't they what they kicked the game when a field goal or did well, did somebody miss the field goal I think somebody missed the field goal. I forgot what it was. But anyway They are back-to-back national champs In the college ranks and that's that's significant man Because even though college like it's easier to build powerhouses there than it is for the NFL That's still a significant accomplishment accomplishment, especially because I mean it's not Alabama Because I mean y'all know I don't watch college too much But usually every year would be oh Alabama one. Oh Alabama one undefeated. Oh Alabama one another national championship Alabama or it would be LSU to LSU would be another one that be up there as well But that's what he's done lately. He's led the offense of the last two National championship team. So that's good. That's good It would be a little different move Because he he is why he is coming from the college ranks. He is he's 56 I think so a little bit older, but maybe it could be one of those things where he's like look As a head coach That's not really my thing in NFL. I've been around the NFL a lot And also college a lot and I've been trying to sort of find my way But I think I got it now. I Think I got it now. I think I got something here So maybe if I get another shot with the league, maybe I could make this thing happen So we'll see We'll see we'll see how things go but yeah Ravens, like I said, they they got some work to do and They got to move they got to move I know there are gonna be some offensive coordinator positions that don't end up happening till after the Super Bowl because sure people gonna want Eagles offensive coordinators or QB coaches the same with 49ers and whatnot And then even with the Chiefs as well with the Chiefs as well and then with the Bengals there I think that QB coach got an interview for a For offensive coordinator job. I forgot with with which team though but yeah, man, so Opportunities are flying around But I think a lot of teams they they holding it down and they wait and they just going through the process with some people Because it's some other guys that they really waiting for after the Super Bowl because again with what your resume says It's like, hey, what have you done lately? What have you accomplished lately? So Somebody gonna be a Super Bowl champion and they gonna have that on their resume as an offensive coordinator as a QB coach As whatever so that's gonna help them look even better For opening. So anyway, thank you. I love y'all. I appreciate y'all so much Let's see what's next we out


Hello students welcome to the lecture of software engineering and today we are going to discuss project scheduling and project scheduling tools. So let's see what we have discussed till now. In seventh lecture we have seen estimation for software projects in which we have seen how to calculate line of course function count and we discussed about the Kokoma models all these things and chapter is software project management which we are discussing and in this chapter we have discussed three things that is project management concepts then we discussed software measurement and matrices and estimation for software projects. Now we will discuss these two things these two things are remaining in software engineering syllabus and today we will discuss this topic that is project scheduling. So till now okay this is one of the important chapters for the exam perspective most of the questions are being asked from this chapter itself and then mostly asked from the estimation of project and project scheduling and software measurement and matrices. So let's overview the lecture which we are going to discuss today. Today we are going to discuss project scheduling and all the concepts related to project scheduling we are going to discuss today and what is the outline. First we will see overview of scheduling why we want to schedule the project and what is the need of scheduling then see we will see why project scheduling is important and if we do not schedule a project what will happen then we will see the basic concepts of scheduling what are the activities involved in scheduling then we will see objectives of project scheduling then we will discuss project scheduling process okay this is important part project scheduling process in which we divide the process complete project into activities then we plan the activities accordingly then we will see project scheduling tools we have some project we have some interesting tools for project scheduling like gen chart activity network all these things we will discuss in this chapter okay then we will see the part and CPM approach for project scheduling okay so critical path method is being asked most of the time in the exams so we will see this in details then we will see how we can track the project schedule okay because they are scheduling a project and in the project management we want to track the progress of the report how much of the project how much we have completed till now and what is the deadline are we missing the deadline or we are going according to the deadline all these things we will see in scheduling okay how to match up the catch up the deadline and how to how to plan the activities such that we can easily catch the deadline and does not go beyond the deadline okay all these things we will see in this and in last we will see summary of the lecture so the objective of this lecture is to introduce software project management and to describe its distinctive characteristics and to discuss project planning and the planning process okay then you will see how to how to represent the planning graphically okay to show how graphical schedule representation are used by project management then you will see to discuss the notations of risk and disk management processes so till now we have seen that in first lecture we have seen some process models like waterfall models spiral model or prototyping model iterative models all these models okay so now what we will do is because we have reached at the end of the course of the software engineering so now we will connect the dots we will see how we can connect all these things first we studied about the basics of software engineering then we have seen the software development models then we saw how how requirements are gathered then we see how how to manage the process how to manage the project so now we will we will connect all these dots okay we have selected a process model to develop a software then we have identified we have identified what are the tasks involved in developing a software like if you are if you have selected waterfall model for developing your software then what are the tasks involved in this okay tasks are software requirement gathering then feasibility study then design coding and all these things all these cases are the task in a software engineering okay so we have identified the task which will be performed to complete a software then we have estimated the resource required to complete this project okay we have seen what are the resources like time people tools all these things we have seen how to calculate this okay in third chapter we we have calculating calculated the matrices values like line of course effort people production productivity duration line of or document lines all these all these matrices we have seen till now okay now we will connect all these things why we selected a model then why we have so many activities in a model then why we need to calculate the matrices like line of order function count in advance before starting the project now what we'll do is we will connect these dots that is you have to create a network of software engineering tasks that will enable you to get the job done on the time okay you will have some you will have some tasks or activities to complete a project okay what we will do is now we have a first we have a project and from this project we will divide this project into the activities and then activities are defined with the completion time start time and what are the resources to be allocated to activity like this we will we will go activity wise okay so we will divide complete project into activities then we will assign the resources to activities okay so once the network is created you have to assign responsibility for each task make sure it gets done and adopt the network as risk become reality so after dividing your project into activities what you will do is you will assign this activity to a concerned person for example first activity is requirement analysis so you will assign this this activity to analyst okay for example second second activity is design of the software designing so software architect is the person for designing the software okay then you will have coding activity so developer or coder is the person concerned person who will handle the coding of the software like this you will divide the software into activities and then you will assign the persons to these activities okay so what are the objectives of project scheduling first objective is completing the project as early as possible by determining the earliest start time and finish of each activity so with each activity we have allocated the start time and finish time so we will have some activities which will depend on each other which means that we cannot start one activity before completing the previous activity for example we have coding activity and before coding we do designing okay designing activity cannot be done without requirement analysis like these activities are related to each other they cannot go parallel okay they have to be done in serial first we will do requirement analysis then we will do designing then we will do coding so like this to each activity we will assign the start time and finish time and like this we will assign some resources to each activity like person and time then calculating the likelihood a project will completed within a certain time of period okay so then whenever you have a project with the project we have a deadline associated okay either deadline is given by the client or you decide the deadline by calculating the result by calculating the time required to each activity okay so deadline can be decided by you that is developer or by the client so then after deciding the deadline you will see what is the probability that I can complete this project within the given okay then finding the minimum cost schedule needed to complete the project by a certain date okay investigating the results of possible delays in activities completion time okay so it is not it is not sure that whatever time we are going to activity we can finish in this time okay any activity can take more time or less time it is possible to vary the timing of activity completion and starting timing if one dependent task is completing lately then next task which is dependent on this task will surely start lately okay for example your your assigned time to design activity was 10 days but designing completed in 15 days so the starting time of the coding will also vary okay starting will also be delayed smoothing out resource allocation or the duration of the project so with scheduling what you can do is you can also schedule the resources at what time what resources should be given to which person or which activity okay like this you can schedule the resources also then you are scheduling the project in order to build a complex system many soft-changing tasks occur in parallel okay it is possible that we can have multiple tasks in parallel okay the result of work performed during one task may have a profound effect on but to be conducted in other tasks for example if you change the design of a module you have to change the coding also okay okay if you if you are if you are make if you are using a different algorithm then you have to change the coding of this part okay like this some activities are dependent on each other coding activity is related is dependent on design activity okay so like this design activity and coding activity can also go in parallel how let's say you have divided a software into parts then what you can do is you can design a part and in parallel you can you can design a part and can after after completing the designing of an activity you can do the coding of this part when you are doing the coding for first component what you can do is in parallel in designing phase the person who is concerned with designing can design the second module when this person complete the designing of second module the person who is concerned with coding can start the coding of this second module like this these activities can go like pipelining okay like in the pipelining but before before ending the designing phase you cannot start the coding phase it's but also virtually impossible to assess progress on a moderate or large software project without a detailed schedule okay we require a schedule to actually handle a large project so scheduling is required why why what is the need of scheduling because we have seen a lot of late late delivery in software software industry is suffering from the late delivery of softwares that's why a concept of project scheduling came into picture and what are the reasons of late software delivery we have some some real reasons why softwares are delivered lately and a realistic deadline established by someone outside the software development group and forced on managers and practitioners within the group so what happens is client does not know what what is the what time the software is going to take okay for example he does not know use your software how complex software you are demanding and he is deciding the deadline okay whenever client decide the deadline without the prior information of the product which is demanding then it will be a unrealistic deadline okay most of the time it will be a unrealistic deadline so deciding the deadline this should be the work of the development team okay so development team should do all the evaluations like how much time each activity will take and how time can vary according to that they should decide the deadline not the person who does not know anything about the project okay so if any person decides about the deadline and he does not know anything about the development process and what happens in developing a software then he will most of the time he will decide a unrealistic deadline then sometimes it happens that customers requirements changes whenever then we are actually developing the project in in then software development is in progress customer requirement may change so if customer requirement is changing then you have to schedule the changes also okay you have to reflect this schedule this change into the schedule also so if you know if you are not changing the schedule according to the requirements what will happen is you will miss the deadline okay now project is becoming becoming big because now you have to add more functionalities but you have kept the same schedule so in this case what will happen is your schedule will go beyond the time okay which means it will go it will miss the deadline an honest underestimate of the amount of effort and number of resources that will be required to do the job okay it is possible that you can underestimate the resource required for a company for a particular project if you are doing the underestimation of the resources then it will happen that you will miss the resources for example you are underestimating the number of people required to complete a project okay a project should should there should be 10 people should be assigned to a project but you are assigning five people so what will happen the project will take more time in software development process lot of risks are involved if you ignore the risk it is possible that your software may go beyond the deadline or it will there there will be a lot of problems if you ignore the risk okay risk are definitely involved in everything in software development process we have some risk and we have to take care of those also technical difficulties that could not have been forced in advance okay it is possible that the software tools which are available will not be will not be enough for developing the particular software so it is possible that technical difficulties can also come human difficulties that could not have been foreseen in advance miscommunication among project staff and results in delay so it is it is possible that due to miscommunication between the project staff or like in team it is possible that you can delay your software a failure by project management to recognize that the project is falling behind schedule and the lack of action to correct the problem so what should we do if we have an unrealistic deadline okay we cannot just go to the customer and say that this is unrealistic deadline and you need to increase the time okay you need to give us more time so you cannot just say like this or you cannot say like we cannot complete this project in this time what you need to do is you need to do particular you need to first you need to do a particular research why this deadline is unrealistic you need to show them in on papers you need to tell them the reason why your your deadline is unrealistic if deadline is unrealistic what you can do what you should what you can suggest them to meet the deadline and also project should also go smoothly so what you need to do is if you miss if you say if you if you know that the deadline is unrealistic what you can do perform a detailed estimate using historical data from past projects take the past projects and see why this why this project will take more time okay give the reason using the past projects determine the estimate effort and duration for the project okay effort estimation and duration at the estimation can be done before starting a project with the help of those projects which you have already developed okay past projects using an incremental process model develop a software engineering strategy that will deliver critical functionality by the imposed deadline what you can do is if you know if you know that the deadline is unrealistic you can deliver the software in parts okay let's say your your software should be completed in 12 months so what you can do is after every three months you can deliver a particular functionality of a software complete software is not delivered at once what you will do is you will keep developing the software and will keep delivering the software okay as we have seen incremental software mode process model we have studied incremental process model in which what we do is we develop the software in parts and after developing each each version of the software we keep delivering it okay so user can use the software before that before the deadline but he will not be able to use the complete software he will be able to use only a particular part of the software meet with the customer and using the detailed estimate which you have done till now explain why imposed deadline is unrealistic okay you have to be a solid reason with the proof why your deadline is unrealistic so be certain to note that all estimates are based on performance on past project okay you cannot just imagine and say and write them that this deadline is unrealistic you have to estimate the deadline according to the past projects you have to estimate the time required and resources required according to according to those project which you have already completed okay also be certain to indicate the percent improvement that would be required to achieve the deadlines as it currently exists so now let's come to the project scheduling actual project scheduling what happens in scheduling first phase is compartmentalization in compartmentalization what we do is the product and process must be decomposed into a manageable number of activities and tasks okay so what we do is first we divide the product and process to develop a software into the task for example we can divide divide a software process into the tasks according to the process model we have chosen for example you are choosing waterfall model then you will divide the process into seven parts like first process first is your problem statement then requirement analysis feasibility study designing coding like this these are the activities interdependency task that can be completed in parallel must be separated from those that must be completed serially so if you do not separate the task which can be completed in parallel and which can be done in serial then what will happen is you will end up doing those those those tasks which can be done in parallel you will be ending them doing serial so it will take more load time more time so six tasks if six tasks can be done in parallel in one day it will take one day okay if six tasks if you do not identify which tasks can be done in parallel and which can be done in serial so you will end up doing all the tasks in serial so it will take more time time allocation then now you have identified the tasks of a process or your product what what are the tasks or activities you have to do to complete this project now after identifying the tasks what you need to do is to allocate the time to each activity you will allocate the start time earliest start time or earliest finish time like this all these times will be given to activity okay and how much time this task will take and when when this task will start and when when this task will end like all these times are allocated to a particular particular task effort validation project manager must ensure that on any given day there are enough staff members assigned to completed the task within the time estimated in the project plan so you know that you need to complete this project in this in this given deadline so this is the responsibility of project manager to ensure that on a given day number of number of person which are required to complete a task should be there okay so effort means effort is calculated in person months or you can if you if you are talking about daily life then you can say in person days so on each day number of person or number of staff should be available to do a do a particular task defined responsibilities which means every schedule needs to be assigned to a specific team member as I have given example like for project for doing the requirement analysis this this task should be given to analyst and for doing the coding this task should be given to coders or developers like all the activities have some concerned persons and team members to which you will give all these things defined outcomes every task in this schedule needs to have a defined outcome and we will decide what will be the outcome of this task what will be the deliverable by this task for example in requirement analysis deliverable is SRS document so these are the outcomes of different different activities so we have to define the outcomes of each activity defined milestones a milestone is accomplished when one or more product work product from an engineering task have passed quality review okay so my we will reach the milestone when we when the verification is done of your task and all the outcomes and all the deliverers have been verified for example these are the activities and milestones you have first activity that is feasibility study and from the feasibility study we get the feasibility report and from the requirement analysis we get the SRS document okay and from the prototype development we get the evaluation report from design we will get the architectural by software architect and requirement specification we get the software requirement specification document so these are the milestones achieved on these activities okay so these are the activities and given milestones are these for these activities so how what is what is the process and what are the steps in project scheduling what we do when we start scheduling the process we have a particular if we are studying the software engineering and for doing everything we have a engineering approach which means we have a predefined professional process for doing a particular particular task for example if you are doing the scheduling so you will have a particular number of steps in which you will do the scheduling of a software first one is split project into tasks and estimate the time and resource required to complete each task okay so divide the divide the complete product into tasks and assign the time and resources required to complete this task organize tasks concurrently to make optimal use of workforce so what you need to do is to meet the deadline or to complete the projected deadline what you need to do is you need to identify what tasks can be done in parallel okay as we have discussed earlier minimize task dependencies to avoid delays caused by one task waiting for another to complete so it is possible that one task can let's say for example we have a task a and then we have a task b and c like this we have task a b c d so b is dependent on a c is dependent on a and d is dependent on a and with each activity we have a start time and finish time like this okay so start time for first activity is zero and finish time is the time which will be required to complete this activity okay so if this and the starting time for second activity is the time which at which this time this activity will finish because we can start this activity only after complete completion of this activity okay d can be started after the completion of a if a fails or for example a delays by 10 then this this will also the starting time of this will also do will increase by plus 10 so whatever delays comes in first activity this delay will be reflected on the activity which is dependent on this activity so organized minimize the task dependencies to avoid delays caused by one task waiting for another to complete dependent on project managers intuition and experience okay so this is the process first what we do is we identify the activities then identify activity dependencies and we will draw a graph from this activity which will be called dependency graph then we will see for each activity we will see what are the resources required for each activity then allocate the people to activities for example giving the different different phase are assigned to different different people in the team then create the project chart okay you in this we will see what are the bar chart and giant charts what are the activities task task required to complete a project are called the activities okay activity is a small entity and tasks are called activities estimated completion time are associated with this activity with each activity we will have completion time each activity completion time is related to the amount of resource committed to it okay so if we have less number of resources for one activity then it will take more time okay if we have more number of resources for an activity then it will take less time for example activity a requires 10 days to complete with two people so if you increase the number of people what will happen is time will decrease completion time will decrease so like this this sentence is saying activity completion time is related to the amount of resources committed to it the degree of activity drills depends on the application and the level of specific specificity of data to determine optimal schedule we need to identify all the project activities okay this is one of the important part of scheduling a process to schedule a process first you need to divide into activities and you need to clearly identify whatever the activity is required to to achieve a particular milestone okay so you have to clearly declare what are the activities required to complete this product determine the business relation among activities business relation means which activity is related on which activity okay which activity is parent of which activity so all these dependencies are need to be determined based on this information we can develop managerial tools for project control we will see what are the managerial tools we have some tools for project scheduling so we have some scheduling tools what are these tools we have activity networks we will see what is activity network through the example task network or activity network are graphical representation that can be of the task interdependencies and can help define a rough schedule for particular project scheduling tools should be used to schedule any non-trivial project then we have approach which is called part program evaluation and review technique and then we have critical path method that is cpm we will see these two methods within example are equivalent techniques that allow software planner to identify the chain of dependent tasks in the project work deck down the structure that determine the project duration time so these two methods are used to find the dependencies in number of tasks then timeline or we can say gen chart we have seen operating system what are the gen charts they are related to task and time so gen chart enables software planner to determine what task will be needed to be conducted at a given point in time so let's say in operating system we have seen this kind of gen chart in which in this in this direction we have time and then we have processes like this p1 will complete at time and this is the starting time of a process and this is the finish time of the process then we have bus time bus time which means what is the time required to complete this process like this in activity from these activities we will we will deliver we will design a gen chart we will tell us in at what time the project will complete okay this will be the project completion time at the end the best indicator of progress is the completion and successful review of a defined software product so now we will see an example of these tools how we can use these tools to schedule a particular project so for example we have an example of a company that is abc computers and abc computers manufactures personal computers so we will see from the starting how we can schedule the task and how we can schedule the project from this example it is about to design manufacture and market so they have three activities first they design the software design the personal computer then they manufacture it then they mark it so the abc palm 2000 and palm book computers they design these two computers and they they will see they will have some sometime associated with design manufacturing and marketing so there are three major tasks to perform that is manufacture the new computer train staff and vendor representatives okay you will have to train the staffs and vendors then advertise the new computers so you will be having the training for users and developers of the computer and you then after completion of the manufacturers manufacturing process what you will do is you will advertise the new computer so abc needs to develop a business relation chart so how they will do that the chart gives a concise set of tasks and their immediate predecessors what are the activities required before starting an activity so this is the description of activities required for abc computers to to design manufacture and advertise a particular computer so they are designing some computers personal computers so first is manufacturing activity in this what they will do is first activities they will design the prototype okay what will be the prototype of my computer what are the things i am going to include in my computer in my personal computer all these things will be will be included in a prototype then they will purchase the material required to manufacture a personal computer for example he will purchase hard disks and let's say motherboard and let's say dbd rom and rem is all these things will be purchased then manufacture of prototype model you have designed a prototyping model then you have your material then what you can do is you can use the prototype to design the or manufacture the particular personal computer after manufacturing the computer according to prototype model what you can do is you can revise for optimization you can you can you can revise your design for optimization can you make any optimization in your in your design then initial production start training these are the activities manufacturing activities then training activities then advertising so what we are doing is they are designing the computer then we are manufacturing the computer then training the staff for using the computer and for doing the marketing of the computer then we are doing the advertising and advertising activities are reproduction advertising and post redesign advertising so from the activity description chart we can determine immediate predecessor for each activity. For example, Activity B cannot be started before completing the activity. Activity A is an immediate predecessor of Activity B because it must be completed just prior to the commencement of B. So, Activity is an immediate predecessor. This is predecessor and this is successor. So, Activity B cannot be started before finishing the activity. So, like this we will generate the activity description chart from the site of activities.


Hey everybody, this is Brian. Welcome to the 50th lamp tutorial. Today we're going to be discussing how to select records. Now, we've got our table and from our previous tutorials, you can see how we've got a primary key, a description cost, date added, and we've got some information down here. We can actually go in and select some rows here and execute this. You can see how we've just got, you know, three rows in here. Now, notice how this is a little bit different than our last tutorial. There's no single quotes around this. The single quotes are optional when you're actually doing this. Select star from database, tables, and we want to actually define what we want to find. So we're going to say where and then in parentheses. The where statement says we're going to look for something specific. Now we need to give it something to specifically look for. We're going to say ID tbl underscore products. Wow, I cannot spell. It's up with my keyboard tonight. And we're going to say where the primary key equals one and we're just going to execute this. Now you see how even though we've got three rows in here, it only returned the first one. You could even say greater than one. And it'll return everything. That's not one. So that's how you would actually go about filtering data. You could say you know, pretty much anything you wanted to do within the where. For example, let's just say, let's actually go back here a little quick. I want to do a quick demo. All right, we've got name here, name here, Bob's gun shop. So let's actually insert a little more information here. We'll say Chad's gun shop and let's add another one. Mark's gun shop. So now we've got some data in there. Let's actually refresh this. So going back with our example, you could say where and you're just returning the description where it is name here. But what if you want to find something that's like, for example, you want to find gun? So we'll say like. Now we get to add in some wildcards here. We use the percent sign for gun and then percent sign after it. So pretty much anything that includes the word gun did not like that. There we go. So anything that includes the word gun because our percent means anything before and anything after. So we have Bob's guns, Chad's guns, Mark's guns. Pretty neat, huh? So always remember that when you're doing a select statement, the where will allow you to filter things and the syntax is where column operator value. Very simple to understand. And let's actually grab another one and we'll say where, let's see here. We'll say we want where it's greater than where it's greater than three and we're just going to grab this up here. So that's a pretty hefty select statement here. Let's actually execute this. Let's get rid of that previous one. Sorry about that. Sorry to display, but I just want to clean things up a little bit here. So what we're saying here is select star or anything from database, table name, where column is greater than three and column is like description. Pretty simple to understand, but I'm going to walk you through it. We're selecting star, which means we're selecting any column from the database from the table, where this column, the ID, TBL products is greater than three. See how we have four and five? And, meaning we have an and here, the description is like and then we have our little code here, gun. That's how you can actually get a little more granular. You can also say things like or and get different results. We're saying we want anything where the primary key is greater than three or it contains the description gun. That's how this little guy right here, Bob's gun shop got in there because it contains the description gun.  You don't want all these columns. Well instead of star, you would just add column names and then you just tell it what columns you want. Separated by comma, of course. So you have description, select description and cost. Notice the comma from database tables, where and then you've got your where statement. Now if you wanted to simplify this even further, if you get sick of typing that database, you can say use my store and that'll tell my SQL to use that specific database. Sometimes it doesn't like it. Sometimes it does. It just really depends. In my example, it did not like it, but I think it's because I forgot that. There we go. Tada! There it goes. I forgot the semicolon first time. And that's another important note. Always remember the semicolon at the end of your statements. Sometimes you won't see them in examples, but you should always put them in there just for practice. Now that's pretty much it with the select statement. Um, there's a lot more to actually using the select statement rather than just displaying data, but its most common use is by far selecting data, filtering it using where to actually show things on the screen. And when we get back to PHP land, I'll show you how to actually take the data from this select statement and put it up on the screen in a manner that PHP can use it. That's all for this tutorial. I hope you found this educational and entertaining and thank you for watching.


It's NBA trade season, so I gotta ask, how many times are we going to fall for this? You guys will have me back. I plan on resigning here next year. Boom! So... By this, I mean the same pomp and circumstance every time a star player is involved in a trade rumor. It always starts off with a tweet from some unverified source to get the engines running. It simmers for a couple days before a reputable reporter chimes in and confirms what the internet is talking about using their source who always wants to be anonymous. It's at this point where the player has no choice but to chime in because in the eyes of many, silence is an admission of guilt. What they have to say is all but assured. Some version of, I love this city. I love the fans. I don't want to go anywhere, or even a flat-out denial of said reports. We gotta ask, why did you choose that t-shirt? I didn't choose it. I actually didn't choose it. It was hanging for me already. Every fan of the team is going to gobble this up and defend them to the end. Play the hits, baby. Next, the rumors evolve. This is when the player has rallied the fan base to defend his honor and gives the green light to his agent to submit the trade demand behind the scenes. The request is delivered to two places, the franchise's front office, and a popular national reporter with connections to the agency. That's usually when we get some version of a wojpa. As NBA Twitter circles like a bunch of hyenas and feeds on the scraps while laughing hysterically, the star will more than likely chime in with a team appreciation sentimental social media post. This could be a flashback, a flex, something about the city that they are humbled and blessed to have experienced. Or whatever their social media equivalent of the boys are back in town is. Some hours, even days may pass. And if there is no updates to the situation, you can almost certainly expect some form of a cryptic Instagram story update super late at night. It could be that, some emojis without context, whatever the player is comfortable being petty with. As we've learned so many times in the NBA, where there's smoke, there's fire. And at some point, the player is probably gone one way or another. But no, no, no, no, no. That's not the end of the journey. No star player leaves without the full page thank you in the local newspaper. This costs him a drop in the bucket and it all but guarantees he's going to get a standing ovation when he makes his return to the city. Star players have been running this playbook for years because, one, it could be authentic. I'm sure these players really do care about the team, the fans and the community that they've been a part of. But also, two, it works. Why would you ever fix something that isn't broken? So the next time you see a star begin to run this algorithm, remember, it's not personal, it's just good business.