Saturday, 7 January 2012

GENERAL AWARENESS - QUIZ

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1. Who among the following is India’s first Unique ID card holder?

1. Ranjana Sonawane 2. Rajana Sonawane 3. Rajni Sonawane 4. Ramana Sonawane 5. None

2. Who among the following has been conferred to receive Dada Saheb Phalke Award 2009?

1. Devanand 2. D. Uday Kumar 3. D. Ramanaidu 4. V.K.Moorty 5. None

3. Recently, India sets the target to increase its trade with Russia up to $20 billion by the year _____ ?

1. 2012 2. 2013 3. 2014 4. 2015 5. None

4. Recently, India’s largest bank SBI has launched a branch “crorepati only” at _______ where a customer need to have Rs 1 crore to open a/c in it.

1. Hyderabad 2. Mumbai 3. Kolkata 4. Delhi 5. None

5. What is the maximum amount up to which senior citizens are exempted from burden of tax in new Direct Tax Code Bill to be implemented by April, 2012?

1. Rs 2,00000 2. Rs 2,50000 3. Rs 5,00000 4. Rs 2,40000 5. None

6. Which of the following is a source of income tax for the government?

1. Interest on securities 2. Insurance commission 3. Payment to contractors
4. Cash won through lotteries 5. All the above

1. Men and women are treated same now. 2. Tax exemption on Education loan to continue. 3. Surcharge and education cess are abolished 4. Corporate tax reduced from 34% to 33% 5. Only half of Short-term capital gains will be taxed

8. Recently, Ravindra Kelekar was presented 42nd Jnanpith Award by Lok Sabha Speaker Meira Kumar. He is a famous poet of ______.

1. Kannada literature 2. Konkani literature 3. Marathi literature 4. Gujarati literature 5. None

9. Which of the following country is NOT a member of South Asian Association for Regional Cooperation (SAARC)?

1. India 2. Nepal 3. Bhutan 4. Malasiya 5. Maldives

10. The winner of Miss World 2010 crown is ________

1. Emma Wareus 2. Julia Mantilla 3. Adriana Vasini 4. Alexandria Mills 5. None

11. According to a survey conducted by UNCTAD, which country has been replaced by India to becomes second most important foreign direct investment (FDI) destination for transnational corporations during 2010-2012

1. US 2. China 3. Brazil 4. Germany 5. None

12. Recently, the European Union (EU) signed a free trade agreement with ______.

1. North Korea 2. South Korea 3. Israel 4. Thailand 5. Kuwait

13. Who among the following is winner of Nobel Peace Prize 2010?

1. Lee Su Wang 2. Lee Xiaobo 3. Liu Xiaobo 4. H. Obama 5. None

14. Who among the following is the author of the book “Fault Lines”?

1. Raghav Behl 2. Arun Shourie 3. Arvind Adiga 4. Amartya Sen 5. Raghuram Rajan

1. Delhi 2. Orissa 3. Rajasthan 4. Punjab 5. None

16. Bronislaw Komorowski has recently been elected as President of

1. Poland 2. Kyrgyzstan 3. Germany 4. Trinidad and Tobago 5. None

17. Which of the following countries will host Nuclear Security Summit in 2012?

1. Italy 2. Germany 3. France 4. South Korea 5. None

18. Which movie was adjudged Best First Feature Film at the 31st Durban International Film Festival in South Africa?

1. Paa 2. Jogwa 3. Antheen 4. 3 Idiots 5. Peepli Live

1. ONGC 2. GAIL (India. Ltd) 3. Larsen & Turbo Ltd. 4. HPCL 5. None

20. What is the current Repo rate under Liquidity Adjustment Facility (LAF)?

1. 5.25 % 2. 6.00 % 3. 6.25 % 4. 5.75 % 5. None

19. Which among the following companies has started construction work of UP-Uttarakhand natural gas pipeline at Kashipur?

15. Sahabhagita Awas Yojana, an affordable housing scheme for poor has recently been launched by ____.

7. Which of the following is not true in concern to new Direct Tax Code bill passed by government in Aug, 2010?
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Saturday, 15 October 2011

Case Studies in Project Program and Organizational Project Management

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Case Studies in Project Program and Organizational Project Management


The ever expanding market need for information on how to apply project management principles and the PMBOK contents to day-to-day business situations has been met by our case studies book by Harold Kerzner.  That book was a spin-off from and ancillary to his best selling text but has gained a life of its own beyond adopters of that textbook.  All indications are that the market is hungry for more cases while our own need to expand the content we control, both in-print and online would benefit from such an expansion of project management "case content".  The authors propose to produce a book of cases that compliment Kerzner's book.  A book that offers cases beyond the general project management areas and into PMI's growth areas of program management and organizational project management.  The book will be structured to follow the PMBOK in coverage so that it can not only be used to supplement project management courses, but also for self study and training courses for the PMP Exam.
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7 Hidden Reasons Employees Leave

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7 Hidden Reasons Employees Leave

More than 85% of managers believe employees leave because they have been pulled away by “more pay” or “better opportunity.” Yet, more than 80 percent of employees say it was “push” factors related to poor management practices or toxic cultures that drove them out. This gaping disparity between belief and reality keeps organizations from addressing the costly problems of employee disengagement and regrettable turnover with on-target solutions. The 7 Hidden Reasons Employees Leave gives readers a deeper understanding of why conventional exit interviewing doesn’t work, and what organizations can do to identify, prevent, and correct the root causes of these problems. This valuable book shows how to avoid job-person mismatches, how to align employee expectations with the realities of the position and the company, how to provide constructive feedback and coaching that breeds employee confidence, and much more. The 7 Hidden Reasons Employees Leave incorporates data from surveys of 19,700 employees performed by the Saratoga Institute, an internationally recognized research organization.

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Wednesday, 17 August 2011

Information Architecture

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What is information architecture?
Information architecture is the term used to describe the structure of a system, i.e the way information is grouped, the navigation methods and terminology used within the system.
Effective information architecture enables people to step logically through a system confident they are getting closer to the information they require.
Most people only notice information architecture when it is poor and stops them from finding the information they require.
Information architecture is most commonly associated with websites and intranets, but it can be used in the context of any information structures or computer systems.
The evolution of information architecture
The term “information architecture” was first coined by Richard Saul Wurman in 1975. Wurman was trained as an architect, but became interested in the way information is gathered, organised and presented to convey meaning. Wurman’s initial definition of information architecture was “organising the patterns in data, making the complex clear”.
The term was largely dormant until in 1996 it was seized upon by a couple of library scientists, Lou Rosenfeld and Peter Morville. They used the term to define the work they were doing structuring large-scale websites and intranets.
In Information Architecture for the World Wide Web: Designing Large-Scale Web Sites they define information architecture as:
  1. The combination of organisation, labelling, and navigation schemes within an information system.

  2. The structural design of an information space to facilitate task completion and intuitive access to content.

  3. The art and science of structuring and classifying web sites and intranets to help people find and manage information.

  4. An emerging discipline and community of practice focused on bringing principles of design and architecture to the digital landscape.

Today Wurman’s influence on information architecture is fairly minimal, but many of the metaphors used to describe the discipline echo the work done by architects. For example, information architecture is described as the blueprint developers and designers use to build the system.
Common problems
The most common problem with information architectures is that they simply mimic a company’s organisational structure.
Although this can often appear logical and an easy solution for those involved in defining the architecture, people using systems (even intranets) often don’t know or think in terms of organisational structure when trying to find information.
How to create effective information architecture
Effective information architecture comes from understanding business objectives and constraints, the content, and the requirements of the people that will use the site.
Information architecture is often described using the following diagram:
Business/Context
Understanding organisations’ business objectives, politics, culture, technology, resources and constraints is essential before considering development of the information architecture.
Techniques for understanding context include:
  • Reading existing documentation

  • Mission statements, organisation charts, previous research and vision documents are a quick way of building up an understanding of the context in which the system must work.

  • Stakeholder interviews

  • Speaking to stakeholders provides valuable insight into business context and can unearth previously unknown objectives and issues.

Content
The most effective method for understanding the quantity and quality of content (i.e. functionality and information) proposed for a system is to conduct a content inventory.
Content inventories identify all of the proposed content for a system, where the content currently resides, who owns it and any existing relationships between content.
Content inventories are also commonly used to aid the process of migrating content between the old and new systems.
Effective IA must reflect the way people think
Users
Effective information architecture must reflect the way people think about the subject matter. Techniques for getting users involved in the creation of an information architecture include:
  • Card sorting

Card sorting involves representative users sorting a series of cards, each labelled with a piece of content or functionality, into groups that make sense to them. Card sorting generates ideas for how information could be grouped and labelled.
  • Card-based classification evaluation

Card-based classification evaluation is a technique for testing information architecture before it has been implemented.
The technique involves writing each level of information architecture on a large card, and developing a set of information-seeking tasks for people to perform using the architecture.
Styles of information architecture
There are two main approaches to defining information architecture. These are:
  • Top-down information architecture

This involves developing a broad understanding of the business strategies and user needs, before defining the high level structure of site, and finally the detailed relationships between content.
  • Bottom-up information architecture

This involves understanding the detailed relationships between content, creating walkthroughs (or storyboards) to show how the system could support specific user requirements and then considering the higher level structure that will be required to support these requirements.
Both of these techniques are important in a project. A project that ignores top-down approaches may result in well-organised, findable content that does not meet the needs of users or the business. A project that ignores bottom-up approaches may result in a site that allows people to find information but does not allow them the opportunity to explore related content.
Take a structured approach to creating an effective IA
Creating an effective information architecture in 9 steps
The following steps define a process for creating effective information architectures.
  1. Understand the business/contextual requirements and the proposed content for the system. Read all existing documentation, interview stakeholders and conduct a content inventory.

  2. Conduct cards sorting exercises with a number of representative users.

  3. Evaluate the output of the card sorting exercises. Look for trends in grouping and labelling.

  4. Develop draft information architecture (i.e. information groupings and hierarchy).

  5. Evaluate the draft information architecture using the card-based classification evaluation technique.

  6. Don’t expect to get the information architecture right first time. Capturing the right terminology and hierarchy may take several iterations.

  7. Document the information architecture in a site map. This is not the final site map, the site map will only be finalised after page layouts have been defined.

  8. Define a number of common user tasks, such as finding out about how to request holiday leave. On paper sketch page layouts to define how the user will step through the site. This technique is known as storyboarding.

  9. Walk other members of the project team through the storyboards and leave them in shared workspaces for comments.

  10. If possible within the constraints of the project, it is good to conduct task-based usability tests on paper prototypes as it provides valuable feedback without going to the expense of creating higher quality designs.

  11. Create detailed page layouts to support key user tasks. Page layouts should be annotated with guidance for visual designers and developers.

Developing information architecture in this way enables you to design and build a system confident that it will be successful.
Products from the information architecture process
Various methods are used to capture and define an information architecture. Some of the most common methods are:
  • Site maps

  • Annotated page layouts

  • Content matrices

  • Page templates

There are also a number other possible by-products from the process. Such as:
  • Personas

  • Prototypes

  • Storyboards

Each of these methods and by-products is explained in detail below.
Site maps
Site maps are perhaps the most widely known and understood deliverable from the process of defining an information architecture.
A site map is a high level diagram showing the hierarchy of a system. Site maps reflect the information structure, but are not necessarily indicative of the navigation structure.
Annotated page layouts
Page layouts define page level navigation, content types and functional elements. Annotations are used to provide guidance for the visual designers and developers who will use the page layouts to build the site.
Page layouts are alternatively known as wireframes, blue prints or screen details.
Content matrix
A content matrix lists each page in the system and identifies the content that will appear on that page.
Page templates
Page templates may be required when defining large-scale websites and intranets. Page templates define the layout of common page elements, such as global navigation, content and local navigation. Page templates are commonly used when developing content management systems.
Personas
Personas are a technique for defining archetypical users of the system. Personas are a cheap technique for evaluating the information architecture without conducting user research.
Prototypes can be used to bring an IA to life
Prototypes
Prototypes are models of the system. Prototypes can be as simple as paper-based sketches, or as complex as fully interactive systems. Research shows that paper-based prototypes are just as effective for identifying issues as fully interactive systems.
Prototypes are often developed to bring the information architecture to life. Thus enabling users and other members of the project team to comment on the architecture before the system is built.
Storyboards
Storyboards are another technique for bringing the information architecture to life without building it. Storyboards are sketches showing how a user would interact with a system to complete a common task.
Storyboards enable other members of the project team to understand the proposed information architecture before the system is built.
Information architecture and usability
Some people find the relationship and distinction between information architecture and usability unclear.
Information architecture is not the same as usability, but the two are closely related.
  • Usability is an attribute of the quality of a system:

“We need to create a usable intranet”
  • Usability is a process or set of techniques used during a design and development project:

“We need to include usability activities in this project”
In both cases usability is a broader concept, whereas information architecture is far more specific.
Information architecture as an attribute of the quality of a system
Effective information architecture is one of a number of attributes of a usable system. Other factors involving the usability of a system include:
  • visual design

  • interaction design

  • functionality

  • Content writing.

Information architecture as a process
The process for creating effective information architecture is a sub-set of the usability activities involved in a project.
Although weighted to the beginning of the project, usability activities should continue throughout a project and evaluate issues beyond simply the information architecture.
Who creates the information architecture?
Increasingly companies are realising the importance of information architecture and are employing specialist ‘information architects’ to perform this role.
But information architecture is also defined by:
  • intranet designers and managers

  • website designers and managers

  • visual designers

  • other people designing information systems

  • programmers

  • librarians

  • technical writers

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Tuesday, 9 August 2011

Comparison of different kinds of Information Systems

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Using the four level pyramid model, we can compare how the information systems in our model differ from each other.
  1. Transaction Processing Systems

What is a Transaction Processing System?
Transaction Processing System are operational-level systems at the bottom of the pyramid. They are usually operated directly by shop floor workers or front line staff, which provide the key data required to support the management of operations. This data is usually obtained through the automated or semi-automated tracking of low-level activities and basic transactions.
Functions of a TPS
TPS are ultimately little more than simple data processing systems.

Some examples of TPS
    • Payroll systems

    • Order processing systems

    • Reservation systems

    • Stock control systems

    • Systems for payments and funds transfers

The role of TPS
    • Produce information for other systems

    • Cross boundaries (internal and external)

    • Used by operational personnel and supervisory levels

    • Efficiency oriented

 
    2. Management Information Systems
What is a Management Information System?
For historical reasons, many of the different types of Information Systems found in commercial organizations are referred to as "Management Information Systems". However, within our pyramid model, Management Information Systems are management-level systems that are used by middle managers to help ensure the smooth running of the organization in the short to medium term. The highly structured information provided by these systems allows managers to evaluate an organization's performance by comparing current with previous outputs.
Functions of a MIS
MIS are built on the data provided by the TPS

Some examples of MIS
    • Sales management systems

    • Inventory control systems

    • Budgeting systems

    • Management Reporting Systems (MRS)

    • Personnel (HRM) systems

The role of MIS
    • Based on internal information flows

    • Support relatively structured decisions

    • Inflexible and have little analytical capacity

    • Used by lower and middle managerial levels

    • Deals with the past and present rather than the future

    • Efficiency oriented


     3. Decision Support Systems
What is a Decision Support System?
A Decision Support System can be seen as a knowledge based system, used by senior managers, which facilitates the creation of knowledge and allow its integration into the organization. These systems are often used to analyze existing structured information and allow managers to project the potential effects of their decisions into the future. Such systems are usually interactive and are used to solve ill structured problems. They offer access to databases, analytical tools, allow "what if" simulations, and may support the exchange of information within the organization.
Functions of a DSS
DSS manipulate and build upon the information from a MIS and/or TPS to generate insights and new information. 

Some examples of DSS
    • Group Decision Support Systems (GDSS)

    • Computer Supported Co-operative work (CSCW)

    • Logistics systems

    • Financial Planning systems

    • Spreadsheet Models

The role of DSS
    • Support ill- structured or semi-structured decisions

    • Have analytical and/or modeling capacity

    • Used by more senior managerial levels

    • Are concerned with predicting the future

    • Are effectiveness oriented


    4. Executive Information Systems
What is an EIS?
Executive Information Systems are strategic-level information systems that are found at the top of the Pyramid. They help executives and senior managers analyze the environment in which the organization operates, to identify long-term trends, and to plan appropriate courses of action. The information in such systems is often weakly structured and comes from both internal and external sources. Executive Information System are designed to be operated directly by executives without the need for intermediaries and easily tailored to the preferences of the individual using them.
Functions of an EIS
EIS organizes and presents data and information from both external data sources and internal MIS or TPS in order to support and extend the inherent capabilities of senior executives.
Some examples of EIS
Executive Information Systems tend to be highly individualized and are often custom made for a particular client group; however, a number of off-the-shelf EIS packages do exist and many enterprise level systems offer a customizable EIS module.
The role of EIS
    • Are concerned with ease of use

    • Are concerned with predicting the future

    • Are effectiveness oriented

    • Are highly flexible

    • Support unstructured decisions

    • Use internal and external data sources

    • Used only at the most senior management levels


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