2013/06/16
CERN and the Wigner Research Centre for Physics inaugurate CERN data centre’s extension in Budapest, Hungary
Geneva 13 June 2013. CERN1 and the Wigner Research Centre for Physics2 today inaugurated the Hungarian data centre in Budapest, marking the completion of the facility hosting the extension for CERN computing resources. About 500 servers, 20,000 computing cores, and 5.5 Petabytes of storage are already operational at the site. The dedicated and redundant 100 Gbit/s circuits connecting the two sites are functional since February 2013 and are among the first transnational links at this distance. The capacity at Wigner will be remotely managed from CERN, substantially extending the capabilities of the Worldwide LHC Computing Grid (WLCG) Tier-0 activities and bolstering CERN’s infrastructure business continuity.
WLCG’s mission is to provide global computing resources to store, distribute and analyse more than 25 Petabytes of data annually generated by the Large Hadron Collider (LHC). It is a global system organised in tiers, with the central hub being the Tier-0 at CERN. The LHC data are aggregated in the Tier-0, where initial data reconstruction is performed, and a copy is archived to long-term tape storage. The Tier-0 then sends out data to each of the 11 major data centres around the world that form the first level, or Tier-1, via optical-fibre links working at multiples of 10 Gbit/s. Smaller Tier-2 and Tier-3 centres linked over the Internet bring the total number of computer centres involved to over 140 in about 40 countries. WLCG serves a global community of 8,000 scientists working on LHC experiments, allowing them to access distributed computing and data storage facilities seamlessly. Every day WLCG processes more than 1.5 million ‘jobs’, which is equivalent to a single computer running for more than 600 years. High-performance distributed computing enabled physicists to announce on 4 July the discovery of a new particle, which was later on confirmed as being a Higgs boson.
“The experiments’ computing resources needs will increase significantly when the LHC restarts in 2015. Hosting computing equipment at the Wigner Centre to extend CERN’s data centre Tier-0 capabilities is essential for dealing with this expected increase, and to the success of our physics programme. The remote capacity will also contribute to business continuity for the critical systems in case of a major issue on CERN’s site” said CERN Director-General Rolf Heuer. “A number of sciences currently face exponential data growth. This innovative approach with Wigner could point the way for research centres to run their services in the future.”
The CERN Tier-0 data centre extension in Budapest adds up to 2.5 MW capacity to the 3.5 MW IT load of the Geneva data centre, which has already reached its capacity limit. The contract with Wigner started in January 2013 and can carry on for up to seven years. The capacity in Budapest will gradually ramp-up following CERN’s needs. Operating remotely from CERN this capacity helps build knowledge, as well as create expertise and solutions with cloud computing to face big data challenges linked to exponential computing needs in all fields of research.
“The opening of the Wigner Data Centre and the beginning of our IT collaboration is a small step for CERN but a big step for Hungary,” concluded Peter Levai, Director General of the Wigner Research Centre for Physics.
Contacts:
CERN Press Office, press.office@cern.ch
+41 (0) 22 767 34 32
+41 (0) 22 767 21 41
To know more about WLCG:
www.cern.ch/wlcg
www.cern.ch/wlcg//wlcg-google-earth-dashboard
Follow CERN at:
www.cern.ch
www.cern.ch/it
http://twitter.com/cern/
http://www.youtube.com/user/CERNTV
http://www.quantumdiaries.org/
2013/06/15
Risk Advisory Services White Paper
Milliman
May 2010
Enterprise risk management (ERM) is a process of assessing and
responding to all risks, including organizational and systemic risks
that impact the ability of an organization to meet its objectives.
The general activities in a formal ERM process include risk
identification, evaluation, prioritization, treatment, monitoring,
reporting, and integration into strategic decision making and key
business functions. It is important to understand the challenges
organizations face in implementing ERM processes before we
look at the value that a sustainable and repeatable ERM process
can bring.
Companies have traditionally struggled with assessing the business
value of ERM. Competing priorities and business line fatigue after
seemingly endless rounds of assessments from Internal Audit,
Compliance, and even external regulators have contributed to failed
ERM initiatives. In addition, some companies have rushed through
what at many times has been a board-mandated compliance effort
to institutionalize ERM as one-off events rather than implementing a
sustainable and repeatable ERM process.
In many cases, the efforts have been under-resourced
and, for the broader risk evaluation and mitigation
initiatives, have not had buy-in from executive leadership.
Executive sponsorship and involvement stand at the
heart of a successful ERM initiative, without which
many companies have failed in their efforts to implement
an effective ERM process. With so many competing
priorities, companies also struggle in setting aside
appropriate resources to launch and sustain an effective
integrated ERM process.
An ERM process and risk management framework has
to find synergy with the organization’s culture and not
the other way around. Too many times we see a company
wanting to implement what another company is doing with
regard to ERM. Although best practices are an excellent
way to start thinking about ERM, this thought process
should be complemented with a good understanding of
a company’s own unique culture, strategic objectives,
structure, risk management practices, and operations.
There is not one universal solution for ERM. A customized
approach is crucial to finding the maturity level of an
ERM solution that works for a specific company, based on best
practices, extensive research, interviews, and in-depth knowledge
of how an organization operates (see Figure 1). The process has
to be embedded and integral to support the mission, vision, values,
and objectives, and not just a snapshot from a single point in time
or an annual risk assessment report.
Additional reasons for failed ERM initiatives are that a company’s
objectives have not been integrated into performance management
and poor collaboration with other risk processes. Aligning
incentives with risk management efforts can be critical to the
success of an ERM initiative. Incentives reinforce the tone and
culture of the organization and motivate employees to respond; this
could have more positive results than a forced compliance effort. It
is crucial to get buy-in from employees on the benefits of an ERM
program prior to implementation, and there is no more effective way
than through incentives based on actions and expected outcomes
around risk-managed activities. The integration of ERM with key
risk processes such as audit, compliance, and business continuity,
ERM: The Value Proposition
Joanna David-O’Neill
Mark Stephens
5
4
3
2
1
Optimized
Risk-adjusted
corporate
performance
Embedded
Risk management
driving the decision-
making process
Established
Consistent compliance
communication and
accountability
Formalized
Basic compliance
audit and
risk
awareness
Undelveloped
Basic non-compliance
audit failure, risk silos
Fully automate
enterprise risk process
Analyze risks
Quantify risks
Delegate action/controls
Manage and mitigate risks
Approve and assess
risk data centrally
Identify and communicate concerns,
issues, risks, or incidents using one system
Respond to risk or
control surveys
Figure 1:
er
M Maturity Stage
S
Milliman Copyright 2010
Milliman
Risk Advisory Services White Paper
May 2010
ERM: The Value Proposition
2
for example, is also essential to realizing the value of an effective
ERM process. Companies in a higher maturity level (See Figure 1)
are seeing the business value in decision making as a result of the
collaboration of their ERM program with other risk processes.
Milliman’s Risk Advisory Services consults with organizations to
develop an optimal ERM solution that matches with specialized
corporate needs. Some companies have fully resourced ERM
departments, while others have very restricted dedicated internal
resources. Milliman can assist companies with their ERM initiatives
using the following approaches:
Review the current ERM processes and determine the steps
•
required to raise the maturity level to the desired state.
Design, build, and test a customized ERM process and
•
framework and develop organizational consensus through
vetting of the initial prototype.
Adapt an outsourced ERM business process model.
•
Companies wanting to protect against the downside of risks often
reach for ERM as a compliance tool, but the true value of ERM is
recognized when it is integrated into the organization’s culture and
embedded into strategic decision making and business planning.
We see the following as significant benefits that organizations can
achieve if they invest the time and resources to select a suitable
approach to their ERM needs:
Performance management
•
: Increase certainty of achieving
critical key performance indicators
Capital efficiency
•
: Align capital more accurately with the risks
being taken and ensure that risks are being suitably rewarded
Stakeholder management
•
: Better alignment with expectations
of key stakeholders
Operational excellence
•
: Reduce impact of surprises and boost
the benefits of a well-managed portfolio of risks
Reduction in Total Cost of Risk (TCOR)
•
: Free up capital to
further invest in growing the business
In February 2010, Standard and Poor’s (S&P) published the
report “Enterprise Risk Management Continues to Show its Value
for North American and Bermudan Insurers,” which links effective
ERM programs to increases in share value and reduced volatility
in earnings. In the report, Howard Rosen, the primary credit
analyst, says in part,
“Although average stock prices declined among all public
multiline insurers in 2008, companies with more advanced
ERM programs experienced smaller stock price reductions.
Those companies whose stock performance was better (i.e.
those whose price declines were smaller) had received higher
ERM scores. On the other hand, those companies whose
stock prices had larger declines had lower ERM scores. This is
consistent with Standard & Poor’s view that more robust ERM
programs are the most valuable in times of more pronounced
stress. Looking at ERM scores relative to stock performance in
2009 reveals a different pattern” (See Figure 2).
Figure 2:
er
M and Share Price
c
hange (Jan. 1-
n
ov. 14, 2008, %)
Excludes mortgage and title insurers. Source: Standard & Poor’s.
© Standard & Poor’s 2010
Rosen continues,
“Companies with Excellent and Strong ERM scores—companies
whose stock prices performed better during the more stressful
2008—still improved during 2009, but didn’t need to perform
as well as companies with lower ERM scores to return to their
pre-2008 levels of performance” (See Figure 3).
Figure 3:
er
M and Share Price
c
hange (Jan. 2-
d
ec. 31, 2009, %)
Excludes mortgage and title insurers. Source: Standard & Poor’s.
© Standard & Poor’s 2010
0
(10)
(20)
(30)
(40)
(50)
(60)
(70)
Excellent ERM
Strong ERM
Adequate ERM
Weak ERM
Share price change, Jan. 1 - Nov. 14, 2008, %
30
25
20
15
5
(5)
(10)
(15)
Excellent ERM
Strong ERM
Adequate ERM
Weak ERM
Share price change, Jan. 2 - Dec. 31, 2009, %
0
10
2013/06/11
PCtipp.ch: Die 10 besten Neuerungen in iOS 7
PCtipp.ch: Die 10 besten Neuerungen in iOS 7
Multitasking
Der Handgriff ist bestens bekannt: zweimaliges Drücken auf die Home-Taste blendet die zuletzt geöffneten Apps ein, was einen schnellen Wechsel erlaubt. Neu ist, dass nun auch die Fenster zur jeweiligen App angezeigt werden. Besser noch: iOS soll sich merken, wann ein Benutzer eine bestimmte App oder Website verwendet. So werden der Inhalt oder Status-Aktualisierungen bereits vorgängig über Wifi heruntergeladen, damit sie beim nächsten Aufruf sofort zur Verfügung stehen.
Kamera-App
Die neue Kamera-App fotografiert wahlweise quadratisch und bringt einige gelungene Filter mit. Das allein macht sie zwar nicht zu einer Gefahr für Instagram & Co., doch viele Anwender werden jetzt auf eine App von Drittanbietern verzichten können.
Mehrseitige Ordner
Ordner sind in ihrer Aufnahmefähigkeit nicht mehr beschränkt, sondern können den Inhalt auf mehrere Seiten verteilen. Damit wird es möglich, drei Dutzend Fitness-Apps hinter einem einzigen Symbol zu verstecken – zusammen mit den guten Vorsätzen.
Neue Wetter-App
Gibt es etwas Wichtigeres, als das Wetter? Nein. Und gibt es eine schönere Wetter-App, als jene unter iOS 7? Kaum.
CERN and Ars Electronica launch open call for the third Prix Ars Electronica Collide@CERN
Geneva/Linz, 3 June 2013. CERN* and Ars Electronica** today launch an open call for artists working in the digital domain to apply for the third Prix Ars Electronica Collide@CERN***. The winner will receive a fully funded residency at CERN and Ars Electronica to create new dimensions in their artistic practice by encounters with the world of science. This is the third year of the collaboration between CERN and Ars Electronica.“Applying for this residency was just irresistible,” said the sound sculptor Bill Fontana****, winner of last year’s award. “It promised to immerse me into the unknown world of particle physics. As an artist, these experiences into the unknown and unexpected are vital for us – even at 65. You never grown out of this need if you wish to develop as an artist.”Bill Fontana starts the first part of his residency at CERN this July, and will preview some of the sound pieces he makes there at this year's Ars Electronica Festival, Total Recall – The Evolution of Memory, from 5 September to 9 September."After two very successful years of creative collisions between the arts and science with our Collide@CERN programme, we are looking forward to discovering even more extra dimensions in these powerful interactions thanks to our unique and special cultural partnership with Ars Electronica, Linz," said CERN Director General Rolf Heuer."Sound is one of the most powerful and immediate senses connected to memory which we have,” said Ars Electronica Director Gerfried Stocker. "So we will be really interested to see what Bill Fontana, one of the world’s most renowned sound sculptors, presents at this year's Ars Electronica Festival, which is dedicated to the evolution of memory. How will Bill use sound to remember the impact CERN has on him? Come and find out."Last year's Prix Ars Electronica Collide@CERN open call attracted hundreds of entries from 44 countries around the world. This year, like in the others, artists from every field of the arts are encouraged to apply: architecture and new design, visual arts and sculpture, experimental sound work and music, generative art and film, and social media projects that explore how people relate to science and technology are all welcome. The only proviso is that applicants must use digital techniques in the production and/or the development of their proposed project. The closing date is 26 September 2013 and applicants should submit their entries online, including a short personal-testimony video outlining why they want the award."Bill on his 4 day introduction visit to CERN this January created a 24 track recording piece because he was so inspired by his experience here." said Ariane Koek, CERN's cultural specialist. " For a world renowned artist to react like Bill did shows the value of what we are doing. We all can’t wait to discover the next artist whose imagination is going to be blasted by interacting with the new ideas of particle physics and to see what s/he does as a result of the experience. "Online submissions open June 3 2013 and close September 26 2013: http://collide.aec.at/Contact:CERN Press Office
CH - 1211 Geneva 23, Switzerland
Tel: +41 22 767 2141/3432
Fax: +41 22 785 02 47
Press.Office@cern.chFurther information:For more information on Bill Fontana, www.resoundings.org
2013/05/30
CERN Council updates European strategy for particle physics
Brussels/Geneva, 30 May 2013. At a special meeting hosted by the European Commission in Brussels today, the CERN Council* formally adopted an update to the European strategy for particle physics. Since the original European strategy was put in place in 2006, particle physics has made considerable progress in elucidating the laws of nature at the most fundamental level. CERN’s Large Hadron Collider (LHC) has begun routine operation, producing its first major results, and the global particle physics landscape has evolved. The updated strategy takes these changes into account, charting a leading role for Europe in this increasingly globalised endeavour.
“The strategy we have adopted today recognizes Europe’s strength in depth in particle physics,” said President of the CERN Council, Agnieszka Zalewska. “Europe’s success is built on strong universities and strong national communities working constructively together and coordinating their efforts through the strong European focal point of CERN.”
A very important issue for the strategy is preserving and building on the European model for cross-border research. CERN, in close collaboration with research institutions in the CERN Member States and under the guidance of the CERN Council, will coordinate future European engagement with global particle physics projects in other regions. The strategy notes that cross-border collaboration in science, as exemplified by the CERN model, pays dividends for Europe in terms of knowledge, innovation, education and training.
Key points of the strategy are that Europe, and the European particle physics community, should:
- Exploit its current world-leading facility for particle physics, the LHC, to its full potential over a period of many years, with a series of planned upgrades;
- Continue to develop novel techniques leading to ambitious future accelerator projects on a global scale;
- Be open to engagement in a range of unique basic physics research projects alongside the LHC;
- Be open to collaboration in particle physics projects beyond the European region;
- Maintain a healthy base in fundamental physics research, with universities and national laboratories contributing to a strong European focus through CERN;
- Continue to invest substantial effort in communication, education and outreach to engage global publics with science.
Created in 1954, the European Organization for Nuclear Research (CERN) is governed by the CERN Council. The CERN laboratory near Geneva, which has evolved into a leading example of successful collaboration among nations, is host to a scientific community of over 11000 users representing 100 nationalities. It has made significant contributions to our understanding of the Universe, most recently with the discovery of Higgs bosons, brought major contributions to technological innovation in fields as diverse as medical imaging and information technology, and it has given us the World Wide Web.
The updated strategy is reproduced in full at the back of this brochure. Copies of the strategy are available from the CERN press office: Email: Press.office@cern.ch Tel.: +41 22 767 3432 *The CERN Council is Europe’s strategic body for particle physics research. It was established along with the European Organization for Nuclear research (CERN) in 1954 by a convention signed between 12 Member States. Today, CERN has 20 Member States, two Associate Members in the pre-stage to membership and one Candidate for accession, each of which appoints delegates to the Council. The Council is ultimately responsible for all important decisions relating to CERN; it determines the Organization's policy in scientific, technical and administrative matters, approves the programmes of activities and adopts the budgets. Each Member State has two official delegates, one representing the state’s government administration and the other national scientific interests. Each Member State has a single vote and most decisions require a simple majority, although in practice the Council aims for a consensus as close as possible to unanimity. The Council is advised by a Scientific Policy Committee and a Finance Committee.
The updated strategy is reproduced in full at the back of this brochure. Copies of the strategy are available from the CERN press office: Email: Press.office@cern.ch Tel.: +41 22 767 3432 *The CERN Council is Europe’s strategic body for particle physics research. It was established along with the European Organization for Nuclear research (CERN) in 1954 by a convention signed between 12 Member States. Today, CERN has 20 Member States, two Associate Members in the pre-stage to membership and one Candidate for accession, each of which appoints delegates to the Council. The Council is ultimately responsible for all important decisions relating to CERN; it determines the Organization's policy in scientific, technical and administrative matters, approves the programmes of activities and adopts the budgets. Each Member State has two official delegates, one representing the state’s government administration and the other national scientific interests. Each Member State has a single vote and most decisions require a simple majority, although in practice the Council aims for a consensus as close as possible to unanimity. The Council is advised by a Scientific Policy Committee and a Finance Committee.
2013/05/06
10+ ways to be more productive
24 Comments
more +
By Alan Norton
September 8, 2010, 9:48 AM PDT
Takeaway: If you often reach the end of the day and wonder why you got so little done, it may be time evaluate your working style. Alan Norton offers 11 productivity boosters that can help get your days back on track. We would all like to get more accomplished during the course of the workday. During my career, I needed to end each day feeling that I had been productive and had accomplished something of importance. Except for the occasional lost day, I fulfilled those needs. Here is how I did it. Note: This article is also available as a PDF download. 1: Use the right tools Tools separate us from all but a few animals. And for good or for bad, that’s why we humans are so good at changing our environment. Tools are essential for modifying and managing the information landscape. And the proper use of the right tools can arguably have the most significant positive impact on our productivity at work. Whether it’s hardware, software, or the chair you sit in, using the best tool for the job can make a huge difference in the amount of work you get done. It’s not always easy to determine which tool is best. Know your options and research which tool best meets your needs. New tools are being developed all the time. Keep up to date to determine whether more effective tools are available. 2: Properly manage your time and your tasks Simple time management can help you make more effective use of your time. Know what you intend to accomplish before starting each day. You may want to write these tasks down, but I learned to do simple daily planning without any special tools. I found it easier to break my day into morning and afternoon and reevaluate my working plan at lunchtime. Longer term tasks and goals should be written down for reference by you, your team, and your management. The project plan is often used in IT but other tools exist that may better fit your needs. Order and prioritize your tasks in a meaningful way. How you prioritize depends on how you work, who you work for, or who pays you: Bosses’ wishes Due date Project plan Highest paid Queuing Squeaky wheel Pain avoidance (squeaky wheel) is probably not the best method of prioritization, but let’s be realistic: It happens. There are tools designed specifically to help you prioritize your tasks. Whatever method you use to manage and prioritize your tasks, it should be flexible enough to allow you to choose an alternate task. The project plan may call for you to build the database on week three but when week three rolls around, you might prefer to work on another task. The plan should allow for task substitution where possible. 3: Learn to say no It’s a lot easier to juggle five balls than eight. You may not be able to say no to the boss, but when possible, pare back your to-do list. If the list gets too long, consider segregating it into current and future tasks. Having too many items on your plate can be discouraging, and a motivated person is more productive than a discouraged one. Learn to say no to interruptions. You wouldn’t interrupt your child while in school. Except for emergencies and the occasional honey-do item, you should encourage others to avoid interrupting you when you’re hard at work. 4: Focus on one task at a time It is a common misconception that the conscious mind can process more than one task at a time. It’s just not possible if the tasks require conscious selection and action. The best multi-taskers may quickly switch from one task to another, but they still can focus on only one task at a time. Experiments have shown that productivity drops when multi-tasking. It may be in vogue to listen to an MP3 player, text your peers, and work all at the same time, but your work will suffer if attention is placed on that other activity, even if only for a moment. I believe it is possible to listen to music in the background and actually be more productive. However, listening to and comprehending any talk, including the news, commercials, and talk radio is counterproductive. 5: Know when you are not productive We all seem to have those times during the day when we just aren’t totally with it. Recognize when you are unproductive. Is it mornings? Late afternoons? After lunch? Use these times to do repetitive, simple-to-accomplish tasks. I was unproductive in the mornings, so I would read and answer my email, return phone calls, and schedule conference calls. I would walk to other buildings to make face-to-face contact with my customers and keep current with what was happening. It got my blood moving and the exercise made me more productive later in the day. We are not machines. Productivity begins to suffer when focusing on one task for too long. When you begin to feel tired or unable to focus, stop working. Take a break or take an early lunch. Lower productivity can be long-term as well as short-term. Recognize the warning signs of burn-out. Take a vacation, sabbatical or schedule some downtime when you see the first signs of physical or mental exhaustion. 6: Take advantage of nonproductive time Any work that can be accomplished when traveling or during other lost nonproductive hours means that you can focus on more important tasks when back in the office. I often organized receipts and filled out my expense report when flying back from a work trip. Waiting in line and walking to lunch are great times to accomplish tasks that require careful consideration and thought. You may be tempted to multi-task while driving, but that is a bad idea. 7: Sleep on it It’s counterintuitive, but when you’re stuck trying to solve a particularly difficult problem, set it aside until tomorrow. The answer to a difficult problem has often come to me in that quiet time between lying down to sleep and dozing off. If it didn’t, starting the next day with a fresh perspective often helped solve the problem. In addition, getting the right amount of sleep will help you be more productive. This is different for each person, but is typically between seven and nine hours each night. 8: Leverage past work I call this the copy-and-paste method of increasing productivity. If you are a programmer, reuse proven code. If you have a presentation to give, there may be existing graphics, text, or slides that can be recycled from a previous PowerPoint. Use standards and templates when appropriate to save time. Consider developing a library of work that can be maintained and mined for reuse by your department or company. Sharing this library will make everyone more productive. 9: Look before you leap Sometimes, I used to get up and go for a walk right in the middle of the workday. Thankfully, no one ever stopped me to question what I was doing, but I often wondered what others were thinking. And thinking is exactly what I was doing. Taking the time up front to develop a plan of attack away from interruptions can save hours of wasted effort. 10: Know the business and your business IT often supports many types of businesses. From manufacturing to nonprofit, knowing how the business you support works will make you more productive. I was fortunate to work with managers at Hughes Aircraft Company, who invested a lot of their time to take me on tours of the plant and explain their business to me. I also spent a lot of time on my own, watching and learning how the cogs of the machine interfaced and turned. Book learnin’ and a degree laid the foundation, but I didn’t really understand how business worked until I was thrust into the big machine. Your job might be a developer redesigning parts of “the machine” to make it work more efficiently. You might be responsible for greasing and repairing the giant cogs and gears. Whatever your job, you need to know it inside and out. If your skills aren’t up to snuff, ask yourself what you can do to improve them. 11: Telecommute I was often able to accomplish twice the amount of work at home as compared to working in an office. It’s not that hard to see why, when you consider all the distractions and interruptions in the workplace. There is a big caveat though. The telecommuter has to be the right kind of person with the right tools in the right environment. A separate office is best so you can close the door at the end of your workday and separate your personal life from your work. The payoff Increased productivity helps the team and company, but what’s in it for you? You can check off items from your never-ending to-do list more quickly. You are more likely to have a greater sense of accomplishment. You are more likely to complete that important task or critical project on time. You are more likely to get the more important and more interesting tasks. Your bottom line can be affected in a significant and positive way when performance appraisal time rolls around. Additional resources Video: Take control of your day with these time management tips — Jason Hiner Avoid the interrupt-driven model of time management — Chip Camden Creative time management can save your sanity — Tricia Liebert Getting it all done, the art of time management — Jeff Dray Master these 10 processes to sharpen your project management skills — Tom Mochal 10 best practices for successful project management — Tom Mochal 10+ ways to be productive when you’re brain dead — Steve Tobak Author’s note I want to thank Osiyo53@… for his comments about interruptions, which I borrowed for the Learn to say no item.
By Alan Norton
September 8, 2010, 9:48 AM PDT
Takeaway: If you often reach the end of the day and wonder why you got so little done, it may be time evaluate your working style. Alan Norton offers 11 productivity boosters that can help get your days back on track. We would all like to get more accomplished during the course of the workday. During my career, I needed to end each day feeling that I had been productive and had accomplished something of importance. Except for the occasional lost day, I fulfilled those needs. Here is how I did it. Note: This article is also available as a PDF download. 1: Use the right tools Tools separate us from all but a few animals. And for good or for bad, that’s why we humans are so good at changing our environment. Tools are essential for modifying and managing the information landscape. And the proper use of the right tools can arguably have the most significant positive impact on our productivity at work. Whether it’s hardware, software, or the chair you sit in, using the best tool for the job can make a huge difference in the amount of work you get done. It’s not always easy to determine which tool is best. Know your options and research which tool best meets your needs. New tools are being developed all the time. Keep up to date to determine whether more effective tools are available. 2: Properly manage your time and your tasks Simple time management can help you make more effective use of your time. Know what you intend to accomplish before starting each day. You may want to write these tasks down, but I learned to do simple daily planning without any special tools. I found it easier to break my day into morning and afternoon and reevaluate my working plan at lunchtime. Longer term tasks and goals should be written down for reference by you, your team, and your management. The project plan is often used in IT but other tools exist that may better fit your needs. Order and prioritize your tasks in a meaningful way. How you prioritize depends on how you work, who you work for, or who pays you: Bosses’ wishes Due date Project plan Highest paid Queuing Squeaky wheel Pain avoidance (squeaky wheel) is probably not the best method of prioritization, but let’s be realistic: It happens. There are tools designed specifically to help you prioritize your tasks. Whatever method you use to manage and prioritize your tasks, it should be flexible enough to allow you to choose an alternate task. The project plan may call for you to build the database on week three but when week three rolls around, you might prefer to work on another task. The plan should allow for task substitution where possible. 3: Learn to say no It’s a lot easier to juggle five balls than eight. You may not be able to say no to the boss, but when possible, pare back your to-do list. If the list gets too long, consider segregating it into current and future tasks. Having too many items on your plate can be discouraging, and a motivated person is more productive than a discouraged one. Learn to say no to interruptions. You wouldn’t interrupt your child while in school. Except for emergencies and the occasional honey-do item, you should encourage others to avoid interrupting you when you’re hard at work. 4: Focus on one task at a time It is a common misconception that the conscious mind can process more than one task at a time. It’s just not possible if the tasks require conscious selection and action. The best multi-taskers may quickly switch from one task to another, but they still can focus on only one task at a time. Experiments have shown that productivity drops when multi-tasking. It may be in vogue to listen to an MP3 player, text your peers, and work all at the same time, but your work will suffer if attention is placed on that other activity, even if only for a moment. I believe it is possible to listen to music in the background and actually be more productive. However, listening to and comprehending any talk, including the news, commercials, and talk radio is counterproductive. 5: Know when you are not productive We all seem to have those times during the day when we just aren’t totally with it. Recognize when you are unproductive. Is it mornings? Late afternoons? After lunch? Use these times to do repetitive, simple-to-accomplish tasks. I was unproductive in the mornings, so I would read and answer my email, return phone calls, and schedule conference calls. I would walk to other buildings to make face-to-face contact with my customers and keep current with what was happening. It got my blood moving and the exercise made me more productive later in the day. We are not machines. Productivity begins to suffer when focusing on one task for too long. When you begin to feel tired or unable to focus, stop working. Take a break or take an early lunch. Lower productivity can be long-term as well as short-term. Recognize the warning signs of burn-out. Take a vacation, sabbatical or schedule some downtime when you see the first signs of physical or mental exhaustion. 6: Take advantage of nonproductive time Any work that can be accomplished when traveling or during other lost nonproductive hours means that you can focus on more important tasks when back in the office. I often organized receipts and filled out my expense report when flying back from a work trip. Waiting in line and walking to lunch are great times to accomplish tasks that require careful consideration and thought. You may be tempted to multi-task while driving, but that is a bad idea. 7: Sleep on it It’s counterintuitive, but when you’re stuck trying to solve a particularly difficult problem, set it aside until tomorrow. The answer to a difficult problem has often come to me in that quiet time between lying down to sleep and dozing off. If it didn’t, starting the next day with a fresh perspective often helped solve the problem. In addition, getting the right amount of sleep will help you be more productive. This is different for each person, but is typically between seven and nine hours each night. 8: Leverage past work I call this the copy-and-paste method of increasing productivity. If you are a programmer, reuse proven code. If you have a presentation to give, there may be existing graphics, text, or slides that can be recycled from a previous PowerPoint. Use standards and templates when appropriate to save time. Consider developing a library of work that can be maintained and mined for reuse by your department or company. Sharing this library will make everyone more productive. 9: Look before you leap Sometimes, I used to get up and go for a walk right in the middle of the workday. Thankfully, no one ever stopped me to question what I was doing, but I often wondered what others were thinking. And thinking is exactly what I was doing. Taking the time up front to develop a plan of attack away from interruptions can save hours of wasted effort. 10: Know the business and your business IT often supports many types of businesses. From manufacturing to nonprofit, knowing how the business you support works will make you more productive. I was fortunate to work with managers at Hughes Aircraft Company, who invested a lot of their time to take me on tours of the plant and explain their business to me. I also spent a lot of time on my own, watching and learning how the cogs of the machine interfaced and turned. Book learnin’ and a degree laid the foundation, but I didn’t really understand how business worked until I was thrust into the big machine. Your job might be a developer redesigning parts of “the machine” to make it work more efficiently. You might be responsible for greasing and repairing the giant cogs and gears. Whatever your job, you need to know it inside and out. If your skills aren’t up to snuff, ask yourself what you can do to improve them. 11: Telecommute I was often able to accomplish twice the amount of work at home as compared to working in an office. It’s not that hard to see why, when you consider all the distractions and interruptions in the workplace. There is a big caveat though. The telecommuter has to be the right kind of person with the right tools in the right environment. A separate office is best so you can close the door at the end of your workday and separate your personal life from your work. The payoff Increased productivity helps the team and company, but what’s in it for you? You can check off items from your never-ending to-do list more quickly. You are more likely to have a greater sense of accomplishment. You are more likely to complete that important task or critical project on time. You are more likely to get the more important and more interesting tasks. Your bottom line can be affected in a significant and positive way when performance appraisal time rolls around. Additional resources Video: Take control of your day with these time management tips — Jason Hiner Avoid the interrupt-driven model of time management — Chip Camden Creative time management can save your sanity — Tricia Liebert Getting it all done, the art of time management — Jeff Dray Master these 10 processes to sharpen your project management skills — Tom Mochal 10 best practices for successful project management — Tom Mochal 10+ ways to be productive when you’re brain dead — Steve Tobak Author’s note I want to thank Osiyo53@… for his comments about interruptions, which I borrowed for the Learn to say no item.
2013/04/23
National Export Initiative’s Michael Masserman on Boosting U.S. Small-Business
Expert’s Corner: Trade
by Christian Bonawandt | April 23rd, 2013
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Michael Masserman
President Barack Obama’s goal of doubling exports by the close of fiscal year 2014 has been met with both skepticism and support. The National Export Initiative’s executive director, Michael Masserman, is a key figure in meeting that target, and he spoke with IMT about supporting and expanding small-business exports.
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As executive director for export policy, promotion, and strategy with the U.S. Dept. of Commerce, Masserman is charged with executing the National Export Initiative (NEI), under which the export-doubling goal falls. In an exclusive interview with IMT, Masserman discussed the challenges facing the NEI, as well as sharing insights about how U.S. businesses can take advantage of NEI programs.
Masserman explained that the NEI’s mission is “to improve the conditions that directly affect the private sector’s ability to export – working to remove trade barriers abroad, help firms and farmers overcome hurdles to entering new markets, and assist with financing.”
The Dept. of Commerce acknowledges that only 1 percent of American businesses export products. Masserman explained that this was because “many smaller companies mistakenly believe that exporting is too complicated and just for large firms, or they are not aware of all the export and financing resources available to them.”
He insisted that the exporting process is simple enough for even the smallest businesses to accomplish, thanks to the Internet, international logistics and shipping services, the availability of trade financing, and U.S. government assistance programs. “If a business has a strong track record of selling in the U.S., one of the world’s most open and competitive markets, it’s likely a good candidate for making international sales,” he said.
But a low percentage of exporting businesses is not the core obstacle for the NEI, according to Masserman. “As the president has said, the U.S. needs to buy less and sell more, which is why his administration is focused on supporting exports,” he stated, noting that in 2012 the annual trade deficit actually dropped by nearly $20 billion to $540 billion.
“Despite global economic headwinds, our exports are still growing faster than our imports,” he added. “In 2012, growth in exports of goods and services outpaced the growth of imports of goods and services in both dollar and percentage terms for the first time since 2007, with exports growing by $92.6 billion or 4.4 percent. This trend has continued into the first two months of 2013, according to the latest data.”
Still, the U.S. has achieved only 40 percent of the growth needed to double exports, meaning the remaining 60 percent of growth has to take place in the next two years. Masserman implied that the U.S. economy is already on track.
“The U.S. is now selling more goods and services to the 95 percent of consumers who live outside of our borders than at any time in our history,” Masserman noted. “In 2012, U.S. exports hit an all-time record at $2.2 trillion, building on the record-setting performance of 2011 and in the face of significant global headwinds.”
Masserman also emphasized that increasing exports is only part of the goal, as the Obama administration also hopes to create 2 million high-paying, export-related jobs. “Record-breaking levels of U.S. exports through 2012 supported an additional 1.3 million U.S. jobs – so we are more than 60 percent of the way to creating 2 million additional jobs just two years into our effort, well ahead of schedule,” he said.
Among the many ways the Obama administration is trying to grow exports is a series of trade partnerships. However, the Transatlantic Trade and Investment Partnership, which would further open trade with Europe, has been criticized since the E.U. is struggling with a financial crisis.
While Masserman acknowledged that U.S. sales to Europe have fallen, he noted that certain key sectors have actually improved, including aerospace, pharmaceuticals and medicines, petroleum and coal products, medical equipment, motor vehicles, and agricultural and construction machinery. The largest increases, according to Masserman, were in France, Austria, Luxembourg, Cyprus, and parts of Central Europe, including the Czech Republic, Poland, Hungary, and Slovakia.
He further justified the trade agreement by highlighting its size and scope: “The U.S.-E.U. economic relationship is already the world’s largest, accounting for one-third of total goods and services trade and nearly half of global economic output.”
So, what about the world’s fastest-growing economies: Brazil, India, and China? They have not been neglected, according to Masserman. “The Obama administration uses many other tools in addition to trade negotiations to improve trade relations with countries across the globe, such as the Joint Committee on Commerce and Trade with China. The U.S.-Brazil Commercial Dialogues and the U.S.-Brazil CEO Forum are evidence of the administration’s commitment to strengthening the U.S.-Brazil economic relationship. Additionally, we have led trade missions to India, as well as to several [other] countries around the globe.”
The best potential for export growth lies in helping small- and medium-sized enterprises (SMEs) establish themselves and expand internationally, and that’s where much of the NEI’s efforts are focused.
“Exports by SMEs totaled $440 billion in 2011, representing more than one-third of total U.S. exports. This confirms that small-business exports continue to grow and reaffirms our focus on ensuring small businesses know about and have access to the federal resources available to assist them,” Masserman said.
Masserman touted the work of the Export-Import (Ex-Im) Bank and the Small Business Administration (SBA) in helping support SMEs. He attributed the Ex-Im with helping 3,300 small businesses expand their exports in 2012, 650 of which had never worked with Ex-Im before.
Meanwhile, the SBA has backed more than 2,400 loans to 3,500 small businesses through its financing programs and has trained 273 Small Business Development Center counselors to help small businesses new to the exporting market, he explained.
“We recognize there is still more work to do,” Masserman said. “That is why the Obama Administration continues to do everything possible to support American farmers, workers, and businesses as they compete in the global marketplace.”
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