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Lovely Bones Presentation

Transcript: By: Anthony Odu, Alexis Edwards, and Drew Workman Reasons to Read To raise awareness on rape and sex crimes Having a character around the same age as us can make this book a little more relatable Raises curiosity and provokes thought on weather heaven is real or not and what it would be like Why are we reading this book? Why are we reading this book? 3.8 stars, 1,853,687 ratings (goodreads.com) Indies choice book award for adult fiction sold 1.6 million pre-sale copies (NYT) "We went from 50,000 to 500,000 copies in a couple of weeks." (Mr. Kirshbaum) Success of the book Success of The Lovely Bones Much of the book's popularity was spread by word-to-mouth (NYT) "there is an enormous audience out there for quality literature" (NYT) "Rape is one of the subjects that people have a knee-jerk reaction to." (NYT) Reasons for success Why is it successful? "Some thing unusual has been happening on the fiction best-seller list lately a first novel is at No.1" "'The Lovely Bones," about the rape and murder of a teenager named Susie Salmon, has a far darker appeal." "That Mr. King's from Buick 8," which came out at No. 1 earlier this month, fell to No. 2 after only one week..." New york times An article on The Lovely Bones Interest in the book goes along with the success of the book. For a book to be successful it has to be interesting. The book is interesting because people want to know what other people think about heaven and it describes Susie's idea of heaven. This book is about rape and kidnapping, which grabs the readers attention. Interest in the book Interests in the book The Lovely Bones This book will show how important we are to some people It brings to light some mature topics that we need to be aware of The book can show us not to trust everyone you meet. Even people you know might not be who you think. Our opinion Opinions on The Lovely Bones

Background presentation

Transcript: Go on Exchange present your country abroad Work with different mentalities Diversity Explore different cultures Be a Member Develop your skills Have an impact Enrich your knowledge AIESEC Be a Leader Lead your team Achieve your vision Coach others Be a mentor EXPERIENCE YOUR AIESEC JOURNEY Gives you a great experience

Background Presentation

Transcript: 14th Week Consulting interns can be expensive Time and Money Personal Experience Preliminary Design Stage NFPA 101 and NFPA 13 New and Existing Education, Business, and Mercantile Definition of Project This app would be used to provide interns and recent graduates with an outline of guidelines for how to design and review designs of specific occupancies. With the given time frame, I will be writing the information that will go into the app Begin parametric study: Speak with my mentor and Jason to understand more about what critical variables I could concentrate on for this app. Choose those parameters and begin my study Gather information from NFPA 101 and NFPA 13 for new and existing education, business, and mercantile occupancies. By: Breanne Thompson Next Steps (Continued) Finish preparing for Draft of Analysis Pull together and discuss results of project Draw my conclusions and state future work needed Turn in Final Paper! 10th and 11th Week Turn in my parametric study Begin draft of analysis Map out the process of the app for the key elements 15th Week References Next Steps 7th Week Prepare for Final Presentation Summarize my draft of analysis into presentation Work on how to incorporate a live demonstration for my presentation App Development Background Information 8th-9th Week Continuous Process Objective-C for Apple products Java for Android products 6 months of studying Places to Learn: Codecademy, iOS Dev Center, Android Developers Training Hire App Developer will cost thousands Prepare Final Paper Dive into Shark Tank! 1. http://lifehacker.com/5401954/programmer-101-teach-yourself-how-to-code 2. http://www.bluecloudsolutions.com/blog/cost-develop-app/ 6th Week Background Presentation 12th-13th Week

Background Presentation

Transcript: Real action and accountability Amnesty International Non-state actors/ Rebel Groups?? ...and what about men?? ignoring male rape victims? would rape exist without a man? Weapons of War: Rape UN as an Arena - NGO's - Discussion and dialogue Arena Instrument Actor Critical Thinking Weapons of War: Rape UN as an instrument UNSC Resolution 1820 (2008) UN as an Actor - UN Action Against Sexual Violence in Conflict Weapons of War: Rape Problems with 1820 "Roles and Functions of International Organizations" "Sexual violence, when used as a tactic of war in order to deliberately target civilians or as a part of a widespread or systematic attack against civilian populations, can significantly exacerbate situations of armed conflict and may impede the restoration of international peace and security… effective steps to prevent and respond to such acts of sexual violence can significantly contribute to the maintenance of international peace and security" (UNSC Resolution 1820, p. 2)" http://www.stoprapenow.org/uploads/advocacyresources/1282164625.pdf Background Presentation- Kristin Mann Weapons of War: Rape Brief Insight - used to manipulate social control - destabilize communities - weaken ethnic groups and identities Examples: - Sudanese Militia - Rwanda Genocide - DRC Critical Thinking http://www.womenundersiegeproject.org/blog/entry/the-need-for-numbers-on-rape-in-warand-why-theyre-nearly-impossible-to-get Critical Thinking Increased Data Collection by international organizations - determine humanitarian responses - ensures justice and reparation - provides recognition and dignity

My Lovely Presentation

Transcript: How to get you entertained? East The Battle of Austerlitz ...not really ...rather no Street fashion Shaun the Sheep Eden Surprising facts about Japan! The oldest Japanese chronicles Who's that girl? Lost In Translation Vending machines Kafka Franz Klara of Engrish Slavkov u Brna Food

Background Presentation

Transcript: Death rate 2012: 12.84 deaths/1,000 population (World ranking: 22) Infant (Child Mortality) Total: 79.02 deaths/1,000 live births (world ranking: 10) HIV/AIDS (2) Appropriate Technology Landlocked country Great African Rift Valley system: East – Lake Malawi South – mountains, tropical palm-lined beaches Mainly a large plateau, with some hills Lake Malawi (Lake Nyasa) Almost 1 million people have AIDS 60% of these are female Declining in urban areas, Rising in rural areas Leading cause of death amongst adults Contributes to the low life expectancy: 54.2 years 209th ranking (One of the lowest) 500,000 children have been orphaned due to AIDs Micro-finance Policy Framework and Strategies (Health SWAp) increasing the availability and accessibility of antenatal services; utilization of skilled health personnel during pregnancy, childbirth and postnatal period at all levels of the health system; strengthening the capacity of individuals and institutions to improve maternal and neonatal health; increasing the number of skilled health personnel; constructing and upgrading health facilities to offer essential health services particularly focusing on rural and underserved areas; and provision of ARVs and micronutrients during pregnancy. Geography of Malawi CCST 9004 Appropriate Technology for the Developing World Indicator 3: Literacy Rate of 15 – 24 year-olds According to the World Bank, microfinance is defined as: Microfinance is the provision of financial services to the entrepreneurial poor.This definition has two important features:it emphasizes a range of financial services—not just credit— and it emphasizes the entrepreneurial poor. Goal 2: Achieve Universal Primary Education Appropriate Technology: SIRDAMAIZE 113 Population: 16,777,547 (estimated in July 2013) Population growth rate: 2.758% (2012 est.) (World ranking: 18) Age structure Children: 50% of total population HIV/AIDS Human Resources Education Poverty Food Insecurity Erratic Rainfall Patterns/Droughts Corruption Lack of Foreign Investment Languages Indicator 5: Proportion of seats held by women in National Parliaments Central Region: 1-9 (Yellow) *Capital: Lilongwe Northern Region: 10-15 (Red) Southern Region: 16-27 (Green) Lake Malawi (Blue) Land surface area 45,747 square miles Challenges: · shortage of qualified primary school teachers; · inadequate physical infrastructure; · poor retention of girls mainly from standard five to eight; · high disease burden due to HIV and AIDS consequently leadinto absenteeism, especially among girls who take care of the sick · Poverty levels are high in rural areas. Malawi – Climate/Agriculture Trading partners: South Africa, Zambia, China, US Challenges: · shortage of qualified primary school teachers; · inadequate physical infrastructure; · poor retention of girls mainly from standard five to eight; · high disease burden due to HIV and AIDS consequently leading to absenteeism especially among girls who take care of the sick; and · poor participation of school committees and their communities in school management. · Poverty levels are high in rural areas. 1 Doctor per 50,000 people Hinders the ability to deliver medical services to people in need Reason: Emigration Lack of access to education Aggravated by AIDS > 4 nurses are lost each month This also affects other sectors: Government Business Farmers Human Resources HIV/AIDS - Contemporary GDP: US $14.58 billion (2012 est.) (World ranking: 142) Labor force: agriculture: 90%; industry and services: 10% (2003 est.) Countries main income Agriculture Main crops: maize, tobacco, tea, sugar cane, groundnuts, cotton, wheat, coffee, and rice Industry: tobacco, tea, sugar, sawmill products, cement, consumer goods Challenges: limited capacity in terms of human and material resources to facilitate adult literacy and continuing education; early marriages perpetuated by socioeconomic factors; socio–cultural factors that make people believe that men should be leaders while women are followers; and, poor learning environment which affects girls in primary and secondary schools e.g. sanitary facilities, long distances to education facilities, extra burden from domestic chores especially for adolescent girls resulting into high dropout rate. 1964: Independent from Britain Indicator 1: Maternal Mortality Ratio Malawi Demographics Problems - Outline Indicator 4: Share of Women in Wage Employment in the Non- Agriculture Sector measure of employment opportunities ( i.e equal proportions of men and women in formal employment) Yet, more women participate in the agriculture sector than in the formal wage employment especially in jobs that require professional qualifications. Due to: literacy levels, gender disparity and cultural values. Facts About the Product: Drought tolerant maize variant Able to mature under limited rainfall Suitable for marginal rainfall areas 136 days to mature Normally: 150 – 180 days Able to mature under limited rainfall Suitable for marginal rainfall areas

background presentation

Transcript: DPIM mutations' background the lab's mutational strategy data from literature alpha fold predictions What is Y2H? Yeast two-hybrid screening system is a molecular biology technique used to discover and analyze protein-protein interactions and protein-DNA interactions by testing for physical interactions (ex.: binding) between two proteins or between a protein and a DNA molecule, respectively. The mutations (Pol32 permutations for Y2H assays X Pol1) we are interested in are as following: Pol32:AlphaFold predictions: predicted aligned error plot DPIM area: DED GY: confidence level of the residues according to AlphaFold: D -> A CONFIDENT E -> A CONFIDENT D -> A VERY HIGH G -> A CONFIDENT Y -> A CONFIDENT

PRESENTATION TEAM LOVELY

Transcript: MOVING METRICS IS NOT ENOUGH ... Challenges Growth Teams Face & Tips to Resolve Them 3 Team Lovely Weekly Performance Touchbase Weekly Progress - March week 1 & March week 2 Highlights/Acheivements/Challenge Achievements: Challenges: Mitigating Action Plans: -We have maintained our Attendance to 100% and 99.9% in our Adherence. -We have achieved our set-up goal on week 2 to hit 4.5 CSAT score and even topped it out with an outstanding score of 4.54 rate. -Quality increased by 1.06 %. from 97.50% on week 2, we are now 98.56% as week 3 arrived. - 3 of us don't have detractors on week 3. - We still hit the required target score for AHT. This week 3, our Team AHT score is 11.13 minutes -While we have maintained a pretty good score for Attendance, Adherence, AHT, Quality and successful achievement for CSAT, our PRODUCTIVITY went down by 0.93 points -From rank 11 during 2nd week of March, we are now rank 13. -While productivity isn't an issue this Quarter 1 since we have low contact this time, we would not take this for granted. We will coordinate with our subordinate and construct an attainable goal. And planning to implement the "reward system" for them. -Coordinate with Sir Kim regarding TYUP productivity. Weekly Progress - March week 1 & March week 2 You assembled a full-stack team. a.) You assembled a full-stack team. a.) You selected metrics to move. b.) You assembled a full-stack team. a.) You selected metrics to move. b.) You gathered hypotheses, launched tests, drove results. c.) That’s it, right? Not quite... Here's what else you should be doing to maximize the effectiveness of your Growth team. THE CHALLENGE Product Marketing Analytics Engineering Design Growth Lots of potential for “bumping” Clearly defined lanes 1 Not a data & experiment-driven culture yet CHALLENGE 1 TIPS: 1 Prove yourself with some quick wins focus on an area where you can show impact right away. Your role exists because the company already has product/market fit - there is something to optimize & most likely the company needs to scale from being gut/intuition-driven to adopting a systematic approach to growth. 1 ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators Invoice2go - founder had authentic pain point around invoicing and solved it well without investing in Sales or Marketing became the #1 top grossing Business app in > 50 countries I had to prove my value quickly... One of the first experiments we launched was an onboarding change that drove a 30% increase in registration rate - that ability to show immediate impact helped us earn credibility internally. 2 Evangelize growth thinking You are the culture-carrier for this way of thinking & Growth team shouldn’t have exclusivity on being data & experiment-driven. 2 No such thing as over-communicating Helps to have an executive sponsor (head of Prod, CEO, etc.) - signals that Growth is important to the business Your job is just as much driving results as evangelizing growth thinking internally Teach people the business metrics/growth levers, experimentation process & tools 2 Teams are territorial “Hey, I should own that.” CHALLENGE 2 TIPS: Common story...: Me to Growth lead: “How do you guys work with Core Product?” Growth lead: [quizzical look] “We don’t. The CEO just lets us do whatever we want.” -> This is a recipe for confusion and potential conflict… 1 Clearly define roles & responsibilities Basic framework to document roles/responsibilities for Growth & Core Product 1 Pick some areas no one else is focused on...easier to gain credibility and avoid tension/politics Revisit this document regularly - roles/responsibilities will evolve based on company priorities and team bandwidth, skillset CORE PRODUCT GROWTH SHARED 2 Learn when to be autonomous (Optimization mode) & when to be collaborative (Innovation mode) 2 At Invoice2go we inherited an existing product and spent a lot of time in “Optimization mode” where we iterated quickly on experiments to drive conversion, retention, etc.; we did this as an autonomous, full-stack team.. ...but for our V2 redesign we entered “Innovation mode”, where Growth was embedded in the design & development process with Core Product, collaborating from beginning to end. In “Innovation mode” (redesign or new features/products) it’s important to embed Growth in the process as early as possible rather than thinking of it as an afterthought to optimize later... ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 13.5% 34% 34% 16% Early Majority Late Majority Laggards Early Adopters Innovators ROGERS ADOPTION / INNOVATION CURVE 2.5% 3

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