Writing lacks logical organization. It may show some coherence but ideas lack unity. Serious errors and generally is an unorganized format and information.
Open Pedagogy Assignments are assignments in which students use their agency and creativity to create knowledge artifacts that can support their own learning, their classmates’ learning, and the learning of students around the world. (See this peer-reviewed article for more details.) All of the assignments can be created with a cell phone camera or any video recording device, Google or Word documents, and your learning management system.
Assignment | Module |
---|---|
Module 1: Introduction to Management | |
Module 8: Groups, Teams, and Teamwork | |
Module 16: Globalization and Business |
The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.
Module Alignment | Sun City Boards Discussion | Alternate Discussion |
---|---|---|
Module 1: Introduction to Management | ||
Module 2: History of Management | ||
Module 3: Planning and Mission | ||
Module 4: Environments and Strategic Management | ||
Module 5: Decision Making | ||
Module 6: Organizational Structures | ||
Module 7: Human Resource Management | ||
Module 8: Groups, Teams, and Teamwork | ||
Module 9: Culture and Diversity | | |
Module 10: Leadership | ||
Module 11: Motivation | ||
Module 12: The Individual and the Organization | ||
Module 13: Ethics in Business | ||
Module 14: Communication | ||
Module 15: Control | ||
Module 16: Globalization and Business |
Criteria | Not Evident | Developing | Exemplary | Points |
---|---|---|---|---|
Submit your initial response | No post made | Post is either late or off-topic | Post is made on time and is focused on the prompt | 5 pts |
Respond to at least two peers’ presentations | No response to peers | Responded to only one peer | Responded to two peers | 5 pts |
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Do you need help prioritizing tasks when managing a project? There’s an acronym for that! It’s called the MoSCow method and it’s a great technique to help with prioritization.
The MoSCoW method is a technique that helps organizations prioritize what should be done first in a project. It is done in four steps that follow the acronym MoSCoW, which stands for must have, should have, could have and will not have. It’s used by anyone who needs to prioritize their work and is especially useful in project management.
The MoSCoW method can help when project planning. ProjectManager is award-winning project management software that can take the results of your MoSCow method and organize them into a project plan. Our powerful Gantt charts organize tasks, link all four task dependencies to avoid delays and can set a baseline to capture the project plan and compare it to the actual progress to ensure you stay on schedule. Get started with ProjectManager today for free.
Managing a project is often about managing what you will – and won’t! – get done in the given project timeline . When there are no priorities set, projects can quickly become free-for-alls, with the loudest voices in the room getting their work prioritized over others, often not for the benefit of the project or the organization.
But there’s a different approach. It’s called the MoSCoW method for defining and managing requirements and tasks in a project . Here is a list to clarify what those requirements are:
Another way to refer to this is as the minimum usable subset (MUS) or what the project must deliver. In other words, the project must deliver these on the target date for the project to remain on track. No delay is acceptable. It is either going to take the project off track, it’s unsafe or even illegal not to have this done by the time given in the project’s business case .
A way to understand if you’re dealing with a MUS is by asking yourself, “What happens if this isn’t met?” If the answer is, “The project fails ,” then you have a MUS. Any workaround that can be devised to continue with the project and not jeopardize its success, means this isn’t a MUS.
This type of requirement is almost as important as a MUS, but it’s not vital to the success of the project. In other words, the project doesn’t depend on this requirement. You might not want to leave it out, as it could have a great impact on the project, but in the end, it can be done without causing any irreparable harm. Again, leaving out this requirement means a lot of work (finding a solution, changing stakeholders’ expectations, maybe experiencing some inefficiency), but the project can go on.
The difference between a should-have requirement and a could-have requirement is simply by figuring out the degree of pain that would be caused by not meeting it. That is, how will it impact the business value of the project, how many people would be affected, etc. Therefore, a could-have requirement is something you’d like but is less important than a should-have requirement. There will be an impact if it’s left out of the project, but less than the impact of a should-have requirement.
Here is where you can collect those requirements that are not feasible for a specific release. Maybe next time, but the project remains strong without them. This is a great way to avoid project scope creep . Once initiatives are placed in the not-have-time category, teams know that they’re not a priority for this go-around and can place them on the back burner and out of their mind. This allows them to focus more sharply on those requirements that are important to the project.
The MoSCow method can be of use to anyone who has work and needs to prioritize that work to know what’s essential and what can be ignored. It’s mostly used in product development, software development and project management. In project management that helps determine which tasks, requirements, products and user stories (in agile projects) the team needs to prioritize.
The MoSCoW method is a valuable tool, but only if you know how to use it. Here are three steps that will help you use the MoSCoW method when prioritizing your project.
Start by identifying all project requirements . Just make a giant list and be as thorough as possible. You don’t want to leave out anything that might prove essential to the project.
Now go through that list and attach a letter to each, according to the MoSCoW method of M for must-have, S for should have, C could have and W for what you won’t have. This allows you to prioritize the work and know what can be put aside to focus on what’s important.
Now that you’ve classified your requirements, you can carry out the work in a timely manner. Tracking that work ensures that you don’t miss any deadlines and that all high-priority requirements will be met.
The clear benefit of using the MoSCoW method is that it provides a means to prioritize work and know what is essential to the project and what can be ignored if time and cost prevent one from completing every requirement. But there are more advantages of the MoSCoW method, some of which we list below.
Stakeholders have a vested interest in the project and the project should satisfy their expectations . The MoSCoW method helps manage stakeholders by getting them to all agree on the prioritization of requirements and, therefore, helps to resolve any conflicts that might arise over the execution of those requirements.
Using the MoSCoW method identifies the priority of project requirements. This information can then be disseminated to the project team so it’s clear to everyone what must be done. Now the team understands what’s prioritized and can implement those requirements first.
The MoSCoW method allows everyone on the project team to know what they have to get done first, which increases revenue by decreasing operational costs, improving productivity and increasing customer satisfaction.
Leadership guru Susanne Madsen leads this training video on how to use the MoSCoW Method to prioritize your requirements in a project.
ProjectManager is online project management software that can make sure your requirements are being met throughout the life cycle of the project. Because our software gives you real-time data, you’re able to meet your priorities.
Our real-time dashboard shows real-time data that is displayed over six different project metrics. These numbers are crunched and illustrated in colorful, easy-to-read graphs and charts that keep project managers keenly assessed on the progress of their priorities.
Workflow is also visualized with kanban boards that keep teams focused on their priorities. Online Gantt charts can link dependencies and teams can collaborate at the task level, adding comments, documents and images.
There’s so much more that ProjectManager offers. To get a full picture of what we can do to help you better manage your next project, try our free 30-day trial today.
Start planning your projects.
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Wildland fire makes for an environment with many inherent risks. Considering that wildland firefighting involves aircraft, parachutes, chainsaws, hand tools, and ignition devices, a wide variety of injuries are possible. While of course the best way to treat an injury is to prevent it in the first place, it’s still essential to have trained people on the ground to provide emergency care in a wildland fire environment.
To better meet this need, the BLM Fire program established the Operational Medical Support program (OMSP) in 2021. The program trains professional wildland firefighters (such as engine crews, helitack, hotshots, smokejumpers, etc.) that are emergency medical technicians or emergency medical responders on essential skills for taking care of wildland firefighters. The main focus is initial resuscitation, incident medical leadership, and patient extraction. The program has provided training to 500 individuals in the past three years.
A recent assignment in California’s Yosemite National Park offered a unique interagency partnership opportunity for OMSP, the Public Health Service (PHS), and the National Park Service. Dr. Andrew Southard, Chief Medical Officer for BLM Fire and the OMSP National Medical Director, went on 10-day assignment as medical clinician at the Yosemite National Park medical clinic. He was accompanied by BLMer Tyler McCowan, an Emergency Medical Technician and the OMSP National Program Manager. The clinic is staffed in part by PHS, which provides medical direction to Yosemite search and rescue (SAR) and emergency medical service teams.
During their assignment in Yosemite, Dr. Southard and McCowan worked with about 75 patients in the clinic, handling cases such as minor injuries, sprains, poison ivy, COVID, asthma, hyponatremia, acute mountain sickness, trauma, heat illness, burns, lacerations, and pediatric cases. They also worked with the SAR team and participated in patient extractions. This allowed for valuable knowledge sharing about field equipment and extraction techniques.
When injuries occur on the fireline, just like in the wilderness of a national park, traditional emergency medical services often cannot reach the patient or are significantly delayed. People in the field must rely on each other to provide initial care until they can be extracted and delivered to the closest definitive medical services. OMSP provides training, protocols, equipment, quality assurance, and medical control to ensure that there are people on the fireline up to this serious task. The Yosemite assignment provided valuable experience of the high volume and broad spectrum of medical incidents that occur in one of the nation’s most popular tourist destinations.
Read more about OMSP, Dr. Southard’s experiences with the program, and how to apply; or listen to his 2023 interview on the BLM Fire Wildfire Matters podcast .
Rebecca Paterson, BLM Fire Public Affairs Specialist
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