Specialist Certificate Examination in Geriatric Medicine: Where Are We Now

Jan 10, 2014

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Specialty Certificate Examinations (SCEs). BackgroundWhere we are now?Passing the examDiscussion. Why Do We Need Another Exam?. As part of new curriculum PMETB require all StRs registering on or after 1 August 2007 to have formal assessment of competence to ensure that specialists dealing with

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Specialist Certificate Examination in Geriatric Medicine: Where Are We Now

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Where Are We Now?

Where Are We Now? Sites look better and are better than ever. Identified the basic feature-set for station sites: stream, schedule, playlists, search, calendar… Traffic is light—a fraction of listenership. Visits are infrequent: on avg under 2.0/mo. Where Are We Now?

665 views • 32 slides

Specialist Certificate Examination in Geriatric Medicine: Where Are We Now

Specialty Certificate Examinations (SCEs). Background and development to SCEsWhere we are now?Sample QuestionsDiscussion. Why Do We Need Another Exam?. As part of new curriculum PMETB require all StRs registering on or after 1 August 2007 to have formal assessment of competence including work placed based assessments eg mini-CEX and KBATo ensure that specialists dealing with patients have the appropriate knowledge of their specialty.

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Where are we now?

Where are we now?. Period of profound change – economic, social, cultural We have to ask not only WHAT people read but HOW they read Particularly important for young people. The equality question.

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Where are we now?

Where are we now?. Environmental and technological dimensions to visually impaired people’s mobility . Bryan Matthews June 2014. Visual Impairment and Mobility. Approx. 285m visually impaired people worldwide Approx. 65% over 65

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Where We Are Now

Where We Are Now. Design of a Project Monitoring Information System. Creating a project monitoring system involves determining: What data to collect How, when, and who will collect the data How to analyze the data How to report current progress to management.

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Where We Are Now

Where We Are Now. Developing the Project Plan. The Project Network A flow chart that graphically depicts the sequence, interdependencies, and start and finish times of the project job plan of activities that is the critical path through the network.

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Where We Are Now

Where We Are Now. Rationale for Reducing Project Duration. Time Is Money: Cost-Time Tradeoffs Reducing the time of a critical activity usually incurs additional direct costs.

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Where We Are Now

Where We Are Now. Traditional PM versus Agile Methods. Traditional PM Approach Concentrates on thorough, upfront planning of the entire project. Requires a high degree of predictability to be effective. Agile Project Management (Agile PM)

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Where Are We Now?

Where Are We Now?. Six months into OSR’s reorganization. Hamilton Brown, Director, Proposal Management Kelly Musty, Director, Award Management Hilda Durham, Director, Reporting & Cash Management. Proposal Management. No duplicate reviews Paperless

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Where are we now ?

Where are we now ?. First challenge met! MWO structure established and operational Key partnership secured First general report plublished Biodiversity thematic report published Results disseminated widely through various media But…. Challenges ahead.

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Where We Are Now

Where We Are Now. Managing —coping with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope. Leading —coping with change

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Mathematics Specialist Certificate Program - Where are we now? CMC-SS, Session 102

Mathematics Specialist Certificate Program - Where are we now? CMC-SS, Session 102 Friday November 5, 2004 8:30-10:00 am. What is the Mathematics Specialist Certificate Program?. SDSU program designed to help elementary teachers enhance their mathematics teaching

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Where We Are Now

USA Hockey and the National Hockey League have a mutual interest in the development of American hockey players. We are making an investment in the future. Where We Are Now. Young athletes under-train, over-compete. Adult competition superimposed on young athletes.

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Where We Are Now

Where We Are Now. Structure of a Project Monitoring Information System. Creating a project monitoring system involves determining: What data to collect How, when, and who will collect the data How to analyze the data How to report current progress to management.

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Where We Are Now

Where We Are Now. 14 – 2. Major Tasks of Project Closure. Evaluate if the project delivered the expected benefits to all stakeholders. Was the project managed well? Was the customer satisfied? Assess what was done wrong and what contributed to successes.

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Where We Are Now

Where We Are Now. Defining the Project. Step 1: Defining the Project Scope Step 2: Establishing Project Priorities Step 3: Creating the Work Breakdown Structure Step 4: Integrating the WBS with the Organization Step 5: Coding the WBS for the Information System.

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Where We Are Now

Where We Are Now. Project Management Structures. Challenges to Organizing Projects The uniqueness and short duration of projects relative to ongoing longer-term organizational activities

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Where Are We Now?

Where Are We Now?. Accomplished Understanding ISE for FPGA to FIFO Finding pin-outs and data transfer for FIFO output GPS – PPS signal in ZDA string and schematics FIFO source code Problems Cutting out FPGA after program FIFO Part of project where data transform being done Plan of Attack

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Where We Are Now

Where We Are Now. High-Performing Teams. Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles

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Where We Are Now

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Where are we now?

Where are we now?. The Impact of Dementia on Black and Minority Ethnic Communities David Truswell. Dementia is recognised as a worldwide health priority but research on dementia in general is poorly funded.

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Where We Are Now

Where We Are Now. Risk Management Process. Risk Uncertain or chance events that planning can not overcome or control. Risk Management A proactive attempt to recognize and manage internal events and external threats that affect the likelihood of a project’s success.

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