Kucing bisa mendeteksi penyakit anda,

Posted on 2016 by bonny

purr atau bunyi semacam dengkuran dr kucing -Bukan sembarang bunyi, tapi juga gerakan resonansi frequency yg teratur, kucing pun mengeluarkan hal tsb juga bukan sembarang hanya ketika dia senang dan percaya dgn pemiliknya dan ketika sedang sakit,

Penelitian byk membuktikan bahwa purr tsb tdk hy mendeteksi penyakit tp juga meringankan efek dr penyakit itu sendiri, kanker byk diantara penyakit tsb , penyakit tulang juga ada pernah sy baca ada, bila kucing mendekati kita dan selalu pd posisi yg tubuh kita yg sama, dan kebetulan dr kita ada keluhan internis, kontrol kedokter dan ke.lab , bisa membantu utk menyakinkan kita.

Natural Healers? – A Cat’s Purr-fect Healing Frequency

sylvain lefebvre

July 30, 2016

Many animals are healers. For instance, science has shown that all cats from all around the world purr at the same frequency. Further, they’ve discovered that that exact frequency when applied to bone and

tissue accelerates healing!

As you allow yourself to see and respect animals as intelligent, responsive beings with spiritual qualities that we can admire and learn from, you’ll begin to know them at a much deeper level. And they’ll respond to you like you’re more intelligent as well. (I can’t tell you how often I hear from our animal friends how dense they think their humans are, and how hard it is for them to communicate with us!)

Some years ago my husband and I had two cats that shared our home with us. When my husband laid down, whether for a nap or at night, one specific cat, TuffyTiger, would go directly to his chest and liver areas and start to vigorously purr and knead his body. She would eventually settle and rest with him, all the while purring loudly. We thought it was the cutest thing. This went on for well over a year. Each time he laid down there TuffyTiger would be, always purring.

My husband wasn’t feeling any pain or showing any signs of illness, so we just thought she was being very loving toward him. He got to where he sought her out because he always felt so peaceful and relaxed, and said he could sleep better with her there. He also said he noticed that he would wake up from their time together feeling more refreshed.

After almost 18 years of marriage, my husband and I divorced. Shortly afterward he noticed pain in his chest and stomach, and only then did they discover that he had liver cancer. Within 10 months he passed away from cancer.

We didn’t know it at the time, but my husband had cancer throughout his body. TuffyTiger had been healing and working with him for over 10 years, and had successfully been keeping cancer at bay with her purring and earnest, loving ministrations.

The next time a cat gifts you with their purr let yourself feel how deep into your own body the vibration goes. Also notice where it is directed. Often a cat will specifically choose where it sits with their human friend(s) – and the site is usually a problem area. It could be a knee, organ or injured area that your friend is attempting to help you with.

I’ve even seen cats who literally configure their bodies to flow the energy in a specific pattern, channeling degenerative and destructive energy lodged in ‘hot’ areas into shut down, ‘cold’ areas that need it.

Take a moment to thank them, offering gratitude for their ministering to you. Breathe with the purr, and allow yourself to vibrate as deeply as possible.

For all you know, they are healing you in the same way that shamans and healers have for centuries!

VERY good article: Failure of IT PROJECT

Posted on 2016 by bonny

IT Project Failure : sample cased & why

Priyanka Chakraborty Assorted Authors, CIO, Risk Management

Where do we stand with IT project failure? Are success rates in the industry improving? Frankly, not really. At best, the same dreary old rates are holding steady. Let’s examine recent big-name stories and industry statistics of IT project failure in order to both understand what exactly is going on and also to find ways to buck the trend moving forward.

Recent IT Project Failures

NHS IT Projects (£5bn) at ‘High Risk’ of Failure – 2016

According to the recent updates from Health & Social Care Information Centre (HSCIC), National Health Service – UK faces a high risk of losing £5bn invested in IT projects. All the projects are presently struggling with “red” or “amber/red” status, thereby implying an unsuccessful delivery.

The HSCIC report suggests flagging of the £2.3bn CSC Local Service Provider (LSP) program, £168m NHSmail2 program, NHS Choices website, and Care.data program as these are unlikely to meet the pre-defined delivery norms. Most of these programs were originally started in 2003 or 2004 and have had an extremely troubled history since then.

IBM sued over SAP Project Disaster

IBM was slapped with a multimillion-dollar lawsuit in 2012 by chemical products manufacturer Avantor Performance Materials, which alleged that IBM lied about the suitability of an SAP-based software package it sells in order to win Avantor’s business. IBM had charged over $13 million from Avantor for a systems implementation project that was mismanaged and was unable to perform properly.

Current State of Failure Rates – IT Projects

As evident from the above scenarios, actual IT project failure rates are still looming in the dark. For instance, an annual survey (2016) of Innotas, a project management company, highlights that more than half of IT projects fail, 3 years after a similar survey displayed nearly identical findings.

In 2013, a survey from Innotas revealed that 50% of businesses measured had experienced an IT project failure within the last 12 months. Nothing much has changed in the last three years. On the contrary, according to the most recent Innotas Annual Project and Portfolio Management Survey, the numbers have increased. Fifty-five percent of 126 IT professionals interviewed between Jan’15 to Mar’15 reported a project fail, which was way above the 32% reported in 2014.

“The problem isn’t necessarily that there’s a shortage of project managers or technology tools to help organizations address these issues. It’s a problem with resource allocation and aligning those resources with business goals.”
-Tushar Patel, Senior Vice President of Marketing, Innotas

Some interesting statistics from recent studies depict this:

Only 64% of projects meet their goals; organizations lose $109 million for every $1 billion invested in projects and programs.
Average Project Success Rates:
- 39% of all projects succeed (delivered on time, on budget, and with required features)
- 43% are challenged (late, over budget, with fewer than the required features)
- 18% fail (either cancelled prior to completion or delivery or never used)

priyanka1

Major Contributing Factors

The largest contributor to this continuing trend of IT project failures is poor estimation that occurs during the planning phase. Apart from this, lack of executive sponsorship contributes immensely to project failures. Despite being the top driver of project success, less than 2 in 3 projects had actively engaged project sponsors. Statistics depict 68% of projects don’t have an effective project sponsor to provide clear direction or help address problems.

priyanka2 The Impact of Project Failures – Time & Cost Perspective

If recent research reports are to be believed, a significant share of projects overruns their original timelines or budgets. Failing IT projects have an average cost overrun of 59% and time overrun of 74%. Such cost and time overruns have an intense effect on national economies. One estimate of IT failure rates is between 5% and 15%, which represents a cost of $50 billion to $150 billion per annum in United States.

Poor project management comes with an enormous price tag; however, the costs aren’t always just financial. For instance, the failure of the FBI’s Virtual Case File software application cost U.S. taxpayers $100 million and left the FBI with an antiquated system that jeopardized its counterterrorism efforts.

A similar scenario can be seen for IBM in 2013 when it got sued over a $1 billion project that led to it being banned by Queensland, Australia. The matter in consideration was a custom computer project that was originally supposed to cost AUS$6 million and escalated into an over-budgeted AUS$1.2 billion, thereby hampering the reputation and credibility of IBM in the said market and its capability to bag new projects or client accounts.

IT Governance – A Key to Positive Project Outcomes

Poor IT governance is likely to be one of the key causes of failure in big IT projects. Some major adverse outcomes would be increased costs due to the inefficiencies of short-term tactical IT deployments, risk of breaching data security & regulatory compliance necessities, and unproductive use of people and IT assets.

On the other hand, strong IT governance procedures provide a consistent, common language that helps create strong, long-lasting relationships, as well as build transparency into projects or processes. Listed below are some best practices offered by IT governance that are likely to deliver positive project outcomes, once implemented well:

Hands-on business leadership direction and sponsorship
Creation of a formal business case to understand the value proposition of the project
Assurance that projects are incremental with milestone verification
Adequate checkpoints and tests along the way to mitigate the risks
Acceptable resource allocation
Establishment of a change management system
Maintenance of excellent records, emails, instructions, and meeting notes
Expert independent performance verification and audits
Value delivery and benefits realization assurance

Conclusion

As evident from above statistics and details, IT project failures rates are still continuing the same trend as in the past. The only viable solution to counter this issue is to have a strong IT governance in place and apply sound project management disciplines and controls to ensure better success rates.

References

DO something – If you miss someone, dont wait the regards.

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The Cost Of Panic In The PMO

Posted on 2016 by bonny

The Cost Of Panic In The PMO

JULY 22, 2016 BY PMALLIANCE

| MANAGING TEAMS,

Panic in the project office is never a good thing. Most teams operate under some level of pressure that trends up and down depending on workloads and the nature of the current project portfolio. Garden-variety pressure is healthy, prompting teams to find new ways to increase efficiency and to focus on what’s important. Panic, on the other hand, usually has the opposite effect, stifling progress and undermining the team’s efforts.

Because panic costs the project office in many ways and can ultimately bring a team to its knees, it’s important that PMPs always be on the lookout for these warning signs.

Hand with money

Productivity

Panic has an enormous impact on productivity and can quickly snowball from one missed deadline to all-out, show-stopping terror. Once panic sets in, team members often find themselves unable to focus their energy on anything other than those items that seem most urgent (even though these may not be the most important tasks on their plate). Those activities that are still moving forward according to the project plan could soon feel panic’s effects, too, as PMPs reprioritize in a last-ditch effort to get things back on track.

Morale

One of the first things to take a hit when panic grips the project office is the team’s morale. Panic is stressful and can lead team members to become more inwardly focused. Their communications often become less frequently and may stop entirely before to long. Energy levels fall, sometimes going into a gradual decline but in other instances seeming to drop off a cliff. Sustained panic, where problems in one project sap attention from another project and lead to a landslide effect across the entire portfolio, can pummel morale so badly that key PMPs may decide to seek opportunities elsewhere.

Teamwork

A team that’s in full-blown panic mode has almost zero chance of working together successfully. Self-preservation instincts often kick in, leaving little room for teammates to support one another when problems arise or to share resources if there’s even a hint there might not be enough to go around. The blame game soon begins, with sub-groups pointing fingers every which way. Team members subsequently spend even less effort on the project and instead attempt to save their own skins by trying to make the plethora of problems someone else’s fault. Anyone within the project office who is experiencing challenges in their critical-path activities may also avoid alerting others to the problem out of fear of discipline or simple embarrassment, a situation that further erodes the team’s cohesiveness.

Stakeholder engagement

Panic-stricken PMPs are generally terrible at maintaining strong communication channels, both inside the project office and with the project’s stakeholders. One reason is that the team is completely absorbed in trying to staunch the tide of problems and growing stress. Another is the desire to somehow prevent stakeholders from discovering how badly the project has gone off the rails. Unfortunately, this lack of attention is typically rewarded with diminished engagement and sometimes a complete detachment from the project as end users and sponsors begin to suspect there are serious problems within thePMO.

Executive trust

Panic causes project teams to do all sorts of uncharacteristic things, such as miss multiple deadlines, fail to alert the leadership group to impending trouble, cease outbound communications, and sometimes even misrepresent the status of particularly troubled portions of the project. Executives quickly lose faith in the PMO when it appears the team can no longer be trusted to act as prudent stewards of the organization’s funds and other resources, and the ability to raise support for future projects will almost certainly be in jeopardy.