We’re living in an accelerating world and sometimes I feel like I’m just getting swept right along For many people. It’s keeping up with the Joneses, right? We’ve all heard that one buying enough having the right friends and connections the net worth the social networks But for me, it goes even deeper than that ask myself. Am I doing enough? Am I accomplishing enough? I Don’t know how much this has to do with my mortality. But if I died right now, I’d be like shit. I’m not ready. I Didn’t hit the milestones I created for myself that I invented for myself. I haven’t made it yet I’m living always planning because I want to secure a good future make a name for myself because I Want the edge I want to get ahead It’s weird to think that even on our worst days were all already productivity gods compared to people from the past No messenger during the Renaissance could hope to ever compete with the speed of your text message No map maker could dream of the accuracy of your location services Nobody could even tell the time ultra accurately like we can now Think about that for a second people guessed what time it was and good luck trying to figure it out at night. I Think I’m buying into the very American narrative that you always need to work harder push further Keep going for longer or you will be a failure on nobody Funnily enough this applies even to the fun stuff leisure Everyone is trying to outdo each other which is both sad and hilarious at the same time It’s kind of surreal and I can’t help but think like what for? Isn’t working really hard on something within reason and still taking care of yourself. Good enough What’s the big rush that I see around me the anxiety that I feel bubbling up in my own chest? Considering there’s just not enough time to do it all anyway Even if I somehow read a book a day for the rest of my life, which isn’t going to happen Let me tell you I’d only absorb a drop of all human knowledge There’s no way I’m going to get to it all I wonder how many books it would be Most people don’t live to see their 30,000th day but even if that made me the smartest person in the world, who cares Death is the great equalizer. Did I at least enjoy any of those books? What did they teach me about the human condition? I? Think it’s a poor definition of wealth to just focus on accumulating money and possessions Look at what the focus on perpetual economic growth is doing to our planet We’re getting way out of touch with what really matters It is not that we have a short time to live but that we waste a lot of it those were words that Seneca said and I am breaking my head trying to figure that out because I just feel like I did there’s this constant push to do more and I feel Like I gotta fill all my time with as many experiences as possible And I think there is a wonderful aspect to that but then there’s a part of me that Feels like it’s running. It’s running from something. There’s a scary truth. I Spent a lot of time kind of thinking about why I’m so interested in productivity and having more order in my life and you know just being more structured in general and it’s made me think that maybe even productivity itself is a distraction to a bigger question and You know It’s it’s basically something that we spend so much time trying to focus on and build and grow but to what end? Like what is all this productivity even for? One thing I’m realizing that I’m starting to see very clearly now is that I have to enjoy myself throughout the process for it to show and the final result and this is something I struggle with so much because every time I try to remove something from my schedule Or an activity or whatnot. I always seem to fill that free space that free time with something else It’s almost like I’m uncomfortable with free time and being bored. We’re not knowing what to do packing every single second in is In a way kind of taking a toll it’s taking a toll on my ability to enjoy every moment and be present I’m sharing all this with you guys because this part of living that Seneca talked about feels like something that Actually really bad at I’m not I don’t I’m not good at this taking pauses. I going slowly I think it’s addicting to go fast and create and put stuff out there feel productive, but that’s not everything and Yeah, I don’t want to provide the answers it’s something that I’m trying to sort of Explore right now because the truth is I feel funny sometimes presenting everything so cleanly and in such a polished way because I am still somebody who gets easily distracted and Has trouble being super present sometimes and all the things that I’m trying to do I think they’re helping but I feel like I have such a long way to go still and This is tough. I think this is like One of the things that we’re all having to face now in this new crazy fast-paced world And I’m not sure anybody has all the answers to this. I Think mental clarity for me right now is about finding my way back to the present moment I still fully believe in the power of habits of the compound effect of living like an essentialist of Working really hard and pushing myself. But again, none of it counts for much if I’m not living in the here and now It’s easy to lose sight of things and I’m seeing how overdoing it with self-imposed structure and pressure and Expectation actually limits my access to creativity and inspiration and the magic that sometimes accidentally happens so back to Seneca for a moment because what he had to say is so valuable to me right now is I try to figure Things out he couldn’t believe how careful people were with their things, you know that property and money, but not at all with their time Attempting to do it all isn’t going to get us anywhere interestingly I found that it’s actually super counterproductive for me Always being busy is a decision and it has wreaked havoc on my sense of internal quiet and well-being So basically from experience Bizzy does not equal a good or intentional use of time Increasingly, I’m appreciating the philosophy of a Greek man named Epicurus who lived hundreds of years before Seneca So we’re reaching even further back in history He placed a lot of value in finding tranquility through living with simplicity and modest spending time with friends That doesn’t sound bad at all Maybe I’ve been tricked into thinking it takes that much more to be joyful and have a sense of well-being. I Think staying busy might be one of my worst habits and it’s gonna take me a long time to unlearn this one. I Don’t know if there’s a magical way of making that happen But I’d like to propose a solution that I’m doing my best to implement instead of blaming society other people or the world around me I Don’t think it’s necessary to change everything, but I’m trying to remind myself to just go 10% slower Take more moments to stop and breathe There’s absolutely nothing original or groundbreaking about that idea and that’s the point there’s no need to be revolutionary here So Bernardo and I were riding around monte isola this little island here when we spotted that Ultra, tiny island over there it is. There’s a little castle on there. It looks insane What I would do to be able to get on that island. I can’t believe there’s nobody here. Like seriously, where are all the people? The colors and everything to just the Blues the Blues in the sky the Blues in the water Here we are Wow super cool it’s amazing how we fill our lives almost to the brim with every possible distraction every possible way of Ignoring forgetting and running from the present moment I’m doing my best to remind myself not to sprint all the time because what’s the rush this is life that is happening right now There’s no getting there we’re already there
My biggest time saving trick is– (scoffs) Let’s see. That is a good question. My biggest time saving trick. Focus. I eliminate things that aren’t as important as others, so that I can be doing only high value activities. I leave a lot of less important things undone. I am a bit of a uniform dresser. That helps me a bit. I do subscribe to the, it’s just one decision you really don’t have to make. Time saving trick for me would be avoiding places without Wi-fi. (laughs) Every time I read an article I like or find interesting, I send it to someone else who I think would be intrigued by it. Initially I did it ’cause I just liked sharing knowledge, and often it led to fun conversations. But now I’ve discovered it makes it much easier to re-find the article again. As opposed to searching for hours, “what was that again?” I can just search my inbox, and I have everything I’ve ever found interesting, in a searchable database. Putting my mascara on in the car. I do things that I wanna do that are critical, and say no a lot. Delegation and prioritization. It takes a village, so I have four children. I’m constantly starting and building companies, having done three different start ups, I’m now on my fourth. So I’m in a perpetual state of chaos, and when you’re in chaos, and you’re managing chaos, you need to plan for that. So delegating to people, having the right team in place, they all sort of come together to help you be efficient with your time. I manage my inbox to inbox zero, so I never unplug at the end of the night. If there are more emails than I can see in my open window of Outlook, so that’s 20 or 30 total emails. But one thing that I do is I grab multiple emails, and I paste them into a calendar invite. So I’ll schedule time with myself the next day, for example, I’ll schedule a 20 minute increment to review these materials. And I’ll grab the four emails that are relevant to that, take them out of my inbox, paste them into the calendar invite, gets them out of my inbox, gets them on to my calendar. When the next days comes, if I don’t have time to address that particular issue, I’ll move that calendar invite to the next day, or a couple weeks later. Hey everyone, I hope you found these tips useful. For more great videos, please go to our website, at radiateinc.com, and don’t forget to become a member. Register for exclusive access to our content. Thanks for watching.
River Basin Adaptation Planning with stakeholder infusion A recipe How can society work with science in response to climate change challenges? Follow this recipe for stakeholder participation in river basin adaptation planning. Which ingredients do we need? Stakeholders and policy actors from the river basin Local scientists with knowledge of the river basin Scientific and technical experts Professionals in citizen participation processes Methodological framework for stakeholder engagement Participatory modelling approach Society at large And how do we do it? First, map stakeholders, ensuring a good ratio of interests, knowledge and diversity. Use the stakeholder mixture to make a narrative of the river basin and its challenges. Take the narrative and immerse it into the participatory modelling method You will need a separate recipe for this. You will end up with a rich understanding of the basin and how its challenges are interrelated. Use the stakeholder mixture to formulate options for managing water in the river basin that address these interrelated challenges. Further refine and optimise. Immerse these water management options into the modelling method again to assess what would happen if they were implemented. Taking the stakeholder input and the impact assessment evaluate all options before adding them to the final Plan. Then, identify existing policies which might support or hinder their implementation. Next, consider what roles key stakeholders might have in implementing the options. To ease digestion by decision-makers, group the water management options according to their mutual benefits and to avoid conflicts between them. Lastly, select the best timing for implementing the options. Make sure you adapt to local context and enrich with local opportunities for dissemination and interaction with society at large throughout. You are now ready to write your River Basin Adaptation Plan based on input from science and society! The BeWater project successfully applied this recipe in 4 case study river basins in the Mediterranean with great results. You can find the Plans and step-by-step guide in the BeWater website.
>>Hello, I’m Jennifer Whitt, Director of ProjectManager.com. [Music Intro]>>Welcome to our whiteboard session today
on using to-do lists versus project plans. Have you ever wondered the difference and
when to use which? It’s one of the most common questions, and we wanted to address that today. If we look at the two, the to-do list versus
the project plans, let’s look at the difference. The difference is a to-do list is literally
just a list. It’s a list on a piece of paper, in a document, on a software application,
it’s list. What it does is it provides what tasks are to be completed, versus a project
plan is a literal, approved document. It’s been approved. It’s been reviewed and approved
by the Change Control Board and the stakeholders and approved to use for the project. It’s
an approved document that defines how the project is to be executed, monitored, and
controlled. You can see the project plan is a little more in-depth, and it has more components
to it. If we look at the two again, the to-do list
includes tasks that may or may not be related to the project plan. What do I mean by that?
What tasks would not be related to a project plan? If you are the project manager using
a to-do list or your team members, sometimes on a to-do list it could be administrative-type
tasks that are non-project related, that maybe you have to do for your organization. Maybe
it’s time for year-end reviews, maybe it’s something to do with HR, maybe something to
do with training, or it may actually be personal items that you need to take care of during
the day. Those are non-project related. The project plan includes management plans, like
subsidiary management plans to the project management plan, and other planning documents
that could include estimates, requirements, work break-down structures, scope, schedule,
budget, and many other documents outlined in a project plan. You can see the difference between the two
and how they can relate or they may not relate. The to-do list may not be prioritized. I like
to prioritize mine. I like to associate it to which project if I’m working multiple projects.
I like to indicate if it’s a personal item. Then I take these tasks and actually associate
them with a time slot that I’ve built in on my own personal schedule so I can build those
in and actually get them completed, and if they are project-related have them scheduled
on my calendar so that they’re done and completed according to the project plan. We actually recommend that you use both at
the same time, because they are different things, as you can see, and they both may
or may not be related. We highly recommend you use both at the same time. If you need a tool that can help you manage
your to-do list and your project plan, then sign up for our software now at ProjectManager.com.
5) Improve efficiency within your business
with collaborative tools like Google Calendar, Sheets, Docs, etc.
Sticking with G suite for number 5, it’s not just Gmail for Business that you get,
you also get access to Google’s excellent cloud-based collaborative tools such as Google
Calendar, Drive, Docs and other tools that are great for collaboration and allow you
to get things done from any location, on any device. Just as with Gmail for Business, you can get
a 14-day free trial of G Suite by clicking the link in the video description, and if
you message us privately we can give you a code to get a discount off your first year.
We’ve always got lots to give away, so don’t be shy, sign up with our link and then send
us a message on either Twitter, Facebook or Instagram! This video is part of a series of Ten Top
Tips for Small Businesses so check out the playlist on-screen now to view the other 9
tips, and subscribe to the channel if you haven’t already by clicking the Switched On
Network logo. If you found it helpful please give the video a thumbs up and leave a comment
to let us know how it’s helped you! You can also follow us on Twitter, Facebook and Instagram
and check out our website. Thanks for watching and see you again soon!
If you are working as a project manager, program
manager or PMO you will likely to get involved the annual budget data gathering exercise.
This mean you will need to pull together cost for ongoing and planned projects. Therefore,
fundamental knowledge of cost planning is critical for every project manager.
In the lecture we will discuss the basics of cost planning. You will learn
* what types of cost you need to consider for cost estimating, budgeting or proposal
bidding * how to use an iterative approach for more
accurate cost estimates * how learning curves impacts costs
Why is cost planning knowledge important? Because you won’t get a project kicked-off
or approved without looking at costs. Most organizations require project managers to
develop a business case. The business case includes the costs and benefits of project
and help decision makers to compare and prioritize it with other projects. If don’t determine
project costs as part of the project charter, chances are that your project won’t get
approved. Also you can’t manage project costs if you can’t compare incurring costs
against a project budget. Therefore, cost planning is critical. In this lecture we will talk about different
aspects of cost planning. I will walk you over a checklist of cost types
frequently incurred in projects. Then, we will review different cost estimate
appraches, including level 0, 1 and 2. After that, will review the concept of the
learning curve. Slide 1:
Cost planning includes cost estimates, bids, or budgets.
Cost planning starts with itemizing cost types in a spreadsheet. Cost types are broken down
into * direct costs
* indirect costs and * contingency costs
Direct costs are directly attributable to the cost object. A cost object can a project
or product. For example, a cost object could be a CRM implementation project or a cost
object be a website or a car. In manufacturing or other non-construction
industries the portion of operating costs that is directly assignable to a specific
product or process is a direct cost. Direct costs are those for activities or services
that benefit specific projects, for example salaries for project staff and materials required
for a particular project equipment or cost for subcontractors. Because these activities
are easily traced to projects, their costs are usually charged to projects on an item-by-item
basis. Indirect costs are not directly attributable
to a cost object, e.g. a project or product. Indirect costs have to be allocated to a cost
object on some basis. Examples of direct costs include supervisor salaries, insurance, training,
taxes, or maintenance. Indirect costs are those for activities or services that benefit
more than one project. Their precise benefits to a specific project are often difficult
to trace. For example, it may be difficult to determine precisely how the activities
of a director of an organization benefit a specific project. Of course, if the director
adds no value to organization whatsoever the cost allocation exercise becomes really easy
🙂 Contingency costs “refers to costs that will
probably occur based on past experience, but with some uncertainty regarding the amount.
These uncertainties are risks to the project. Some refer to these risks as “known-unknowns”
because the estimator is aware of them, and based on past experience, can even estimate
their probable costs. The estimated costs of the known-unknowns is referred to by cost
estimators as cost contingency. Examples of contingency cost items include
Inflation allowance, currency exchange variations and cost for other risk factors. Slide 2:
Estimating costs is difficult. What are techniques to make cost estimating easier?
Most project managers use an iterative approach to estimate costs. Initial project cost estimate
have a low accuracy while estimates later in the project, as more information is known,
are have higher accuracy. First you start with a Level 0 that is a Top
Down rough order of magnitude estimate, e.g. “a project in the initiation phase could
have a rough order of magnitude (ROM) estimate in the range of +/-50% of the actual costs.
This can be done within a day and will be based on similar projects and expert judgement.
Next, as more information is known, you will be able to develop a Top Down level 1 estimate
in the range of +/-25% of the actual costs. This can be done within a few days and will
also be based on similar projects and expert judgement.
Later in the project, as more information is known, you a bottom up Level 2 estimate
narrows costs to a range of +/-10% of the actual costs. This estimate can be done within
a few weeks as it requires itemizing costs based on cost types as we just discussed.
Due to the iterative nature of projects, the more we discover about the project, the more
accurate our estimate will be. Spend only as much time estimating as needed
to make the business decision at hand. Remember that estimating takes time and time
is money. Refining our data as we progressively elaborate
our project plan produces a more definitive estimate. Slide 3:
There are two types of cost estimating – Top-down and bottom up Top-down looks at the project or a large activity,
as a whole without breaking it down. Bottom-up requires to break down the project
into activities, estimate the cost of each, and roll up the individual activities to get
a project total. For Top-down you can use analogous or parametric
estimating which we discussed in an earlier lecture. Just to recap:
Analogous estimating uses similar past projects to estimate the duration or cost of your current
project, thus the root of the word: analogy. For example, if it cost $3,000 to develop
a mobile app a few months ago and you are responsible for developing a new similar mobile
app, you estimate it to cost $3000. You can use it to categorize and prioritize
projects. If a project is similar to other efforts previously accomplished, analogous
estimating may assist in “sizing” the project into a small, medium, or large category. Used when there is limited information regarding
your current project, an analogous estimate is considered “top-down” and is generally
not as accurate as other estimating techniques. Because the project manager’s, and possibly
the team’s, experience and judgment are applied to the estimating process, it is considered
a combination of historical information and expert judgment. Parametric estimating uses mathematical model
to determine estimates. It’s a more accurate technique for estimating cost and duration,
uses the relationship between variables to calculate the cost or duration.
Essentially, a parametric estimate is determined by identifying the unit cost or duration and
the number of units required for the project or activity. The measurement must be scalable
in order to be accurate. For example, if it took me two hours to create
an e-learning training lecture last week and this week I’m creating 4 e-learning lectures,
I could estimate that it will take eight hours for 4 e-learning lectures.
However, if the first one hour was spent video camera equipment and preparing it, the estimate
would need to be scaled appropriately: 1 hour for setting up video camera equipment and
then four hours to create training lectures, for a total of five hours. What are the similarities between analogous
and parametric estimating: Can be used for both duration and cost estimating
Essentially a combination of historical information (leveraging past projects/activities) and
expert judgment What are the differences between analogous
and parametric estimating? Analogous is considered top-down and is less
accurate than parametric. Analogous estimating uses an “analogy” – comparing a past
similar project to your current project. Parametric is more accurate, specifically
when the underlying data is scalable. Parametric uses a relationship between variables (a unit
cost/duration and the number of units) to develop the estimate. When estimating activities is important to
distinguish between work effort and duration E.g. the work effort to get the approval or
document sign-off completed could be 20 min, however, the duration to obtain an approval
take be 1 week due to other priorities of the approvers. For Bottom-up estimates you can break down
a project into activities, estimate the cost of each, and roll up the individual activities
to get a project total. Bottom-up estimates is more accurate technique
for estimating costs than Top-Down. It’s typically based on Parametric estimating uses
the relationship between variables to calculate the cost or duration. For example, to develop
a web application an engineer may need 120 hours at $50 per hour totaling $6,000 development
costs. Slide 4:
One important consideration in cost planning is the learning curve.
The concept of Learning curves that cost per unit decreases with experience as skills and
processes improve over time. For example, an experienced programmer will typically produce
more and/or better code than and experienced programmer. While an experienced programmer
will require a higher per hour rate than experienced programmer, total costs may cheaper as the
higher per hour rate is offset by more or better output, thus decreasing the cost per
unit. Let’s look at another example. A person
decides to replace some garage doors. He has never done this type of work before,
so he is not sure how long it will take to complete the work.
After obtaining the necessary tools and material and several hours of reading instructions
and some trial and error, the old door is removed and the new door is installed.
The entire job required 8 hours of effort. He decides to replace the second door the
next day. The experience gained during the first installation
results in completion of the second installation in 4 hours. This is a substantial improvement.
He decides to replace a third door and it requires about 3½ hours of effort.
The rate of improvement has decreased considerably from door #2 to door #3.
It may be possible to improve the duration slightly through additional repetition, but
eventually the rate of improvement will no longer be significant.
The information learned from this type of experience can be used to estimate similar
jobs. Typically, learning curves produce a cost
and time savings of 10 to 30 percent each time a company’s experience at producing
a product doubles. The learning curve concept can be applied
to individual team members and their experience, knowledge, and skill with assigned project
tasks as well. Let recap the key take aways.
Cost planning starts with itemizing cost types in a spreadsheet. Cost types are broken down
into * direct costs
* indirect costs and * contingency costs
There are two types of cost estimating – Top-down and bottom up.
Top-down looks at the project or a large activity, as a whole without breaking it down.
Bottom-up requires to break down the project into activities, estimate the cost of each,
and roll up the individual activities to get a project total.
Most project managers use an iterative approach to estimate costs. Initial project cost estimate
have a low accuracy called level 0 while estimates later in the project, as more information
is known, are have higher accuracy. These estimates are called level 1 or level 2 estimates.
An important consideration in cost planning is the learning curve. The concept of Learning
curves that cost per unit decreases with experience as skills and processes improve over time.
This concludes our lesson on different aspects of cost planning.
What is voyage planning who is responsible how do we comply with the rules and how do we utilize the features and functions available enactus the purpose of voyage planning is to support the bridge team and ensure that the ship can be navigated safely between ports from birth to birth a voyage plan should cover ocean coastal and pilotage waters and according to St CW regulations be planned in advance avoid plan should aim to establish the most favorable route while maintaining appropriate margins of safety and safe passing distances offshore the following factors are amongst those that should be taken into account the marine environment the adequacy and reliability of charted hydrographic data along the route the availability and reliability of navigation aids coastal marks lights and radar conspicuous targets for position fixing along the route the type of cargo can influence route selection any routine constraints imposed by the ship for example draft type of cargo etc if possible avoid areas of dense traffic take into account weather forecasts KarenT tied wind swell and visibility conditions if possible avoid areas with unsure set or areas where onshore set can be expected whenever possible follow traffic separation schemes and fellowship reporting procedures technical systems before departure and if possible take into account previous experience of their reliability take into account your own experience with the planned route and type of ship there are four main stages in the planning of a safe voyage appraisal IE the collection of information and validation of all relevant information planning IE the presentation of the raw data into information and the strategy to be used the execution of tracking voyage and communication control monitoring I ensuring that the voyage plan is being followed voyage planning can be done the traditional way by using up-to-date paper charts and other relevant nautical information if an electronic chart display information system with approved and up-to-date electronic navigational charts is available such as system offers many possibilities for professional and efficient voyage planning in the following pages a description of functions which may be found on an active system is described a base display represents the minimum amount of information permitted in a chart on the screen a typical base display shows the following information coastline indication of subsea dangers traffic systems after startup of the active system normally a so-called standard display is presented on the screen a standard display normally includes the following information coastline indication of subsea dangers traffic systems chart boundary age to navigation caution areas caution notes the navigator decides which elements are to be included in the standard display other than the base display information which is always included all other information in the charts database may be displayed on operator requests where needed examples of such information our past track pass track labels spot soundings depth curves cables land details place-names object names for example boy names and numbers seabed text light ranges scale bar labels latitude/longitude scale the zoom function allows the navigator in different ways to select the appropriate chart scale for the actual situation the pound function allows the navigator to move the current chart on the screen in such a way that the appropriate chart segment is shown on the screen most active systems can operate in two modes routine monitoring route planning an active system when powered up will normally automatically start in route monitoring mode and display its own ships position on the chart the following definitions of a route plan can be used in connection with a cactus a route plan is a description of how voyage is to be carried out the simplest version of a route plan consists of waypoints drawn in the chart straight lines which show the intended sailing between points connect the waypoints to each other a waypoint is a position where the ship’s course is to be changed waypoints can normally be inserted by pointing to the required position in the chart or typing in the actual latitude and longitude from the keyboard the line connecting to waypoints is referred to as a leg enactus every stored route and waypoint get its own unique identifier a ship’s course change can be described in detail by specifying the turn radius the actual circle segment will be drawn on the chart the off-track limit specifies a distance on both sides of the course line the off-track limit is used to control the ship’s deviation from the plan to track the decision we’re on a given course line the next Waypoint should be located can under certain circumstances be decided by a certain distance to a known mark two marks observed through a straight line the term point functions allow the navigator to use these criteria to determine these points geometrically in the chart picture the following information may be inserted in the route plan the route name the start time for root waypoints for each waypoint the following information may be inserted the Waypoint name the position longitude and latitude the wait time at waypoint the turn radius the message the turnpoint the off-track limit the cruise speed the max speed based on these data the active system can automatically calculate the number of waypoints on the route the estimated time of arrival the course of each leg the length of each leg waypoints and corresponding data can be changed or removed waypoints can easily be moved on the chart when a waypoint is moved the part of the route that is affected is changed correspondingly this means that it is easy to see the consequences of moving a waypoint all routes in an area are drawn on the chart screen in addition an overview of all pre-programmed roots in this area is displayed in a list the navigator can select a suitable root for the voyage from this list specifying the waypoints can create new route plans in addition new route plans can be created based on existing plants create a new route by making a copy of an existing route and then modifying it existing route when a route planning process is completed it is not only recommended but also good seamanship to require that the route be validated this implies that the system checks that the route with off-track limits does not cross the safety contour some active systems on today’s market can import and export electronic chart and routes to and from integrated navigation systems press the red square to install charts the safety contour is the most important safety feature found in a nexus system a safety contour is a line in the chart the defines waters with safe depth in relation to the actual ship the active system continuously checks if the ship within a specified time may cross the safety contour and if so gives an alarm the navigator can choose the depth contour as the safety control or he can specify his own safety contour press the red squares to change the safety contour when pairing up an activist the system automatically starts in routine monitoring mode and displays own ships position on the chart in this example the chart is displayed in night colors with North up this is the standard ship symbol used on active systems the direction of the course and speed vector connected to own ship symbol is the course and speed made good the length of the vector is proportional to the speed of the ship each line segment represents one minute when the ship is showing true scale on the chart the concentric circles are substituted by the contour of the ship own ship is by default located in the center of the display the operator can change this position additional information may be presented in a separate window or Windows the navigator can turn this window on and off the following information may be displayed in the window the date and time the chart scale and original scale the elements included in standard display the current route with data for active waypoint the range and bearing with positions the chart units of measurement depths and Heights enc date and data last update of the original chart various mode data messages as default the chart on the screen is oriented Northup and the ship moves in the chart the same way as on a North stabilized trumotion radar display a scale bar is always shown on the chart the navigator may find course and distance from the ship to any point in the chart or between any two points in the chart in addition to course and distance the positions for the points are presented the navigator may display all available roots on the screen and select a suitable root for the voyage all data about the waypoints are presented in a waypoint list during sailing the navigator may introduce changes to the active route this is done by moving a waypoint to the ship’s position or creating a new weight point in the ship’s position the electronic chart is object-oriented this means that when the navigator select an object in the chart all available information in the chart database about the selected object is displayed the navigator a note function can be looked upon as The Navigators second memory the navigator can pointed to navigators note symbol in the chart and get the information connected to that symbol displayed on the screen the navigator may introduce new notes in the chart by pointing on the required position for the new note and typing the actual notes text the active system is required to receive input from the best position sensors available at any one time however when the automatic position sensors failed to provide input to the actus manual specification of data as possible whenever manual input is used information given by the actus must be used with great care parameters can be changed in monitoring mode the grounding alarm time the ship vector length the ship bearing line length the past track to be displayed the past track time label interval when an off-track limit is defined for the current route an alarm will be given to the navigator whenever the ship’s position is outside this limit if own ships position course and speed is calculated to lead to a grounding an alarm will be given at the time specified for example 6 minutes prior to the expected grounding on most active systems tracked targets provided by an office system can be displayed on the active screen targets from our / are shown on the actus display with their own symbol normally there is a limit to how many r / derive targets can be displayed on the actus there are active systems on the market today can handle 50 RP targets
“Planning is a continuous process of making present entrepreneurial decisions systematically.” “Planning keeps the organisation on the right path.” “Controlling is blind without planning.” Planning is the basis or pre -requisite for controlling. Any logical and scientific planning must go through the following steps.