11 research outputs found

    Integrating measurement techniques in an Object-Orientedsystems design process.

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    The theme of this thesis is the assessment of quality in class hierarchies. In particular, the notion ofinheritance and the mechanism of redefinition from a modelling perspective are reviewed. It isshown that, in Object-Oriented languages, controversial uses of inheritance can be implementedand are subject of debate as they contradict the essence of inheritance. The discovery of anunexpected use of the method redefinition mechanism confirmed that potential designinconsistencies occur more often than expected in class hierarchies. To address such problems,design heuristics and measurement techniques are investigated as the main instrument tools for theevaluation "goodness" or "badness" in class hierarchies. Their benefits are demonstrated withinthe design process. After the identification of an obscure use of the method redefinition mechanism referred to as themultiple descendant redefinition (MDR) problem, a set of metrics based on the GQMlMEDEA[Bri&aI94] model is proposed. To enable a measurement programme to take place within a designprocess, the necessary design considerations are detailed and the technical issues involved in themeasurement process are presented. Both aspects form ~. methodological approach for classhierarchy assessment and especially concentrate on the use of the redefinition mechanism.. .As one of the main criticisms of the measure~ent science is the lack orgood design feedback, the, analysis and interpretation phase. of the metfics results is seen: as a crucial phase for inferring,meaningful conclusions. A novel· data interpretation framework is pr~posed' and includes the use ofvarious graphical data representations and detection techniques. Also, the notion of redefinitionprofiles suggested a, more generic approach whereby a pattern profile can be found for a metric.The benefits of the data interpretation method for the extraction of meaningful design feedbackfrom the metrics results are discussed.The implementation of a metric tool collector enabled a set of experiments to be carried out on theSmalltalk class hierarchy. Surprisingly, the analysis of metrics results showed that methodredefmition is heavily used compared to method extension. This suggested the existence ofpotential design inconsistencies in the class hierarchy and permitted the discovery of the MDRproblem on many occasions. In addition, a set of experiments demonstrates the benefits of examplegraphical representations together with detection techniques such as alarmers. In the light offacilitating the interpretation phase, the need for additional supporting tools is highlighted. This thesis illustrates the potential benefits of integration of measurement techniques within anObject-Oriented design process. Given the identification of the MDR problem, it is believed thatthe redefinition metrics are strong and simple candidates for detecting complex design problemsoccurring within a class hierarchy. An integrated design assessment model is proposed whichlogically fits into an incremental design development process. Benefits and disadvantages of theapproach are discussed together with future work

    Strategies for Education Quality Development of Primary School in the Songkhla Primary Educational Service Area Office Focusing on Objectives and Key Results (OKRs)

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    āļĻāļķāļāļĐāļēāļĻāļēāļŠāļ•āļĢāļ”āļļāļĐāļŽāļĩāļšāļąāļ“āļ‘āļīāļ• (āļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļāļēāļĢāļĻāļķāļāļĐāļē),2566This research aims to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) by the cooperation of the strategy partnership, for the development of the quality of education. And there are 3 specific purposes; 1) To bring educational policy, environment, direction of education management and management processes to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership, to improve the quality of education, 2) To study the cooperation dimensions of strategic partnership and mechanisms for driving strategic plan- for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs), 3) To assess the strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. Through the cooperation of strategic partnerships in education (Strategy Partnership) born with schools, teachers and students. The target group of this study, including the research process that divided into three phases, which are; Phase 1: Applying educational policies, environments, and direction of education management and its management process, participation dimensions and mechanism to drive strategic partnership, OKRs- conceptual plan formulation to determine the draft and framework of a strategic plan for improving the quality of education of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs). Phase 2: Preparing a strategic plan at the provincial level. Phase 3: Applying the strategies in the provincial strategic plan to be used in the preparation of the educational school-level strategic plan, evaluating the results of the preparation of a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the school level and reporting research results. The research results found that; 1) The results of the study of the preparation of a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategic partnerships- for educational quality development, it was found that, this Strategic Plan is a one-year plan, i.e. fiscal year 2023. The plan has been prepared at 2 levels; The provincial level and the educational institution level. There are 7 books in total and the books consists of 5 parts; Part 1: basic information, Part 2: results of school potential analysis, Part 3: direction of educational management, Part 4: educational quality development strategic plan, Part 5: projects / activities, and there are 5 main objectives, each of which consists of key results and the 5 key results for each main objectives are the following; 1) A strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. possible, useful, appropriate and have coverage and a strategic plan for improving the quality of education of educational institutions, that receive the cooperation of strategy partnership. 2) The results of the study of educational policy implementation, environment, direction of education management and management process to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership that found- educational policy, environment, direction of education management is introduced and management processes to formulate a strategic plan, for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership to improve the quality of education and have been appropriate its feasible, useful, and comprehensive. 3) The results of the study on the cooperation dimension of the strategic partnership and the mechanism for driving the strategic plan, for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results and it was found that the organizations and related to education management has 4 stages of participation dimensions. Such as; 1) Participation in decision-making, 2) Participation in operations, 3) Participation in benefits, 4) Participation in evaluation. and the dimension of participation is divided into 2 characteristics: official involvement and informal participation such as education executive or stakeholders at the policy level, communities, network organizations, the private sector, school administrators and teachers in Songkhla Province who are under the Songkhla primary educational service area office, Regions 1,2,3 and 4)Assessment of educational quality development strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level with the cooperation of strategic partnerships in education, as for strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. Possible, useful, appropriate and coverage to schools, teachers and students as directly and continually consistent at both levels.āļāļēāļĢāļ”āļģāđ€āļ™āļīāļ™āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļĢāļ·āđˆāļ­āļ‡āļ™āļĩāđ‰āļĄāļĩāļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāļŦāļĨāļąāļāđ€āļžāļ·āđˆāļ­āļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđ€āļžāļ·āđˆāļ­āļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļĄāļĩāļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđ€āļ‰āļžāļēāļ° 1) āđ€āļžāļ·āđˆāļ­āļ™āļģāļ™āđ‚āļĒāļšāļēāļĒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļžāđāļ§āļ”āļĨāđ‰āļ­āļĄ āļ—āļīāļĻāļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĄāļēāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđ€āļžāļ·āđˆāļ­āļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļē 2) āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļĄāļīāļ•āļīāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļĨāļ°āļāļĨāđ„āļāļāļēāļĢāļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđāļĨāļ° 3) āđ€āļžāļ·āđˆāļ­āļ›āļĢāļ°āđ€āļĄāļīāļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļž āļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļ—āļĩāđˆāđ€āļāļīāļ”āļāļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļ„āļĢāļđ āđāļĨāļ°āļœāļđāđ‰āđ€āļĢāļĩāļĒāļ™ āļ‚āļąāđ‰āļ™āļ•āļ­āļ™āļāļēāļĢāļ”āļģāđ€āļ™āļīāļ™āļāļēāļĢāļ§āļīāļˆāļąāļĒ āđāļšāđˆāļ‡āđ€āļ›āđ‡āļ™ 3 āļĢāļ°āļĒāļ° āļĢāļ°āļĒāļ°āļ—āļĩāđˆ 1 āļ™āļģāļ™āđ‚āļĒāļšāļēāļĒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļžāđāļ§āļ”āļĨāđ‰āļ­āļĄ āļ—āļīāļĻāļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢ āļĄāļīāļ•āļīāļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāđāļĨāļ°āļāļĨāđ„āļāļāļēāļĢāļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē(Strategy Partnership) āļĢāļđāļ›āđāļšāļšāļāļēāļĢāļˆāļąāļ”āļ—āļģāđāļœāļ™āļ•āļēāļĄāđāļ™āļ§āļ„āļīāļ” OKRs āļĄāļēāļāļģāļŦāļ™āļ”āļāļĢāļ­āļšāļ›āļĢāļ°āđ€āļ”āđ‡āļ™ āđ€āļžāļ·āđˆāļ­āļˆāļąāļ”āļ—āļģ (āļĢāđˆāļēāļ‡) āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļĒāļ°āļ—āļĩāđˆ 2 āļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒ āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āļĢāļ°āļĒāļ°āļ—āļĩāđˆ 3 āļ™āļģāļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāđƒāļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒ āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āđ„āļ›āđƒāļŠāđ‰āđƒāļ™āļāļēāļĢāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđāļĨāļ°āļ›āļĢāļ°āđ€āļĄāļīāļ™āļœāļĨāļāļēāļĢāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđāļĨāļ°āļĢāļēāļĒāļ‡āļēāļ™āļœāļĨāļāļēāļĢāļ§āļīāļˆāļąāļĒ āļœāļĨāļāļēāļĢāļ§āļīāļˆāļąāļĒ āļĄāļĩāļ”āļąāļ‡āļ™āļĩāđ‰ āļ‚āđ‰āļ­ 1 āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļāļēāļĢāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđ€āļžāļ·āđˆāļ­āļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļē āļžāļšāļ§āđˆāļē āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļ‰āļšāļąāļšāļ™āļĩāđ‰āđ€āļ›āđ‡āļ™āđāļœāļ™āļĢāļ°āļĒāļ° 1 āļ›āļĩ āļ„āļ·āļ­ āļ›āļĩāļ‡āļšāļ›āļĢāļ°āļĄāļēāļ“ 2566 āļĄāļĩāļāļēāļĢāļˆāļąāļ”āļ—āļģāđāļœāļ™ 2 āļĢāļ°āļ”āļąāļš āļ„āļ·āļ­ āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđ‚āļ”āļĒāđāļœāļ™āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āļ„āļ·āļ­ āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āļˆāļģāļ™āļ§āļ™ 1 āđāļœāļ™ āđāļĨāļ°āđāļœāļ™āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļ›āļĢāļ°āļāļ­āļšāđ„āļ›āļ”āđ‰āļ§āļĒ āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āļ‚āļ™āļļāļ™ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļ§āļąāļ”āļ›āļ°āđ‚āļ­ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļ„āļĨāļ­āļ‡āļ™āļāļāļĢāļ°āļ—āļļāļ‡ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āđ‚āļ„āļāđ€āļĄāļē āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āđ€āļāđˆāļē āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āļ—āļĢāļēāļĒāļ‚āļēāļ§ āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļē āļŠāļ‡āļ‚āļĨāļē āđ€āļ‚āļ• 1,2,3 āļˆāļģāļ™āļ§āļ™ 6 āđāļœāļ™ āđƒāļ™āđ€āļĨāđˆāļĄāļ›āļĢāļ°āļāļ­āļšāđ„āļ›āļ”āđ‰āļ§āļĒ 5 āļŠāđˆāļ§āļ™ āļ„āļ·āļ­ āļŠāđˆāļ§āļ™āļ—āļĩāđˆ 1 āļ‚āđ‰āļ­āļĄāļđāļĨāļžāļ·āđ‰āļ™āļāļēāļ™ āļŠāđˆāļ§āļ™āļ—āļĩāđˆ 2 āļœāļĨāļāļēāļĢāļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļĻāļąāļāļĒāļ āļēāļžāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļŠāđˆāļ§āļ™āļ—āļĩāđˆ 3 āļ—āļīāļĻāļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āļŠāđˆāļ§āļ™āļ—āļĩāđˆ 4 āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāđˆāļ§āļ™āļ—āļĩāđˆ 5 āđ‚āļ„āļĢāļ‡āļāļēāļĢ/āļāļīāļˆāļāļĢāļĢāļĄ āđ‚āļ”āļĒāļĄāļĩāļāļēāļĢāļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāļŦāļĨāļąāļ (Objectives) 5 āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ āđ‚āļ”āļĒāđāļ•āđˆāļĨāļ°āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāļŦāļĨāļąāļ (Objectives) āļ›āļĢāļ°āļāļ­āļšāđ„āļ›āļ”āđ‰āļ§āļĒāļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (Key Results) āđƒāļ™āđāļ•āđˆāļĨāļ°āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāļŦāļĨāļąāļ āļĄāļĩ 5 āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ āļĢāļ§āļĄāļ—āļąāđ‰āļ‡āļŠāļīāđ‰āļ™ 25 āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (Key Results) āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ”āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļĄāļĩāļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™āđ„āļ›āđ„āļ”āđ‰ āļĄāļĩāļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒ āļĄāļĩāļ„āļ§āļēāļĄāđ€āļŦāļĄāļēāļ°āļŠāļĄ āđāļĨāļ°āļĄāļĩāļ„āļ§āļēāļĄāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄ āđāļĨāļ°āđ€āļ›āđ‡āļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāļ—āļĩāđˆāđ„āļ”āđ‰āļĢāļąāļšāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļ‚āđ‰āļ­ 2 āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļāļēāļĢāļ™āļģāļ™āđ‚āļĒāļšāļēāļĒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļžāđāļ§āļ”āļĨāđ‰āļ­āļĄ āļ—āļīāļĻāļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢ āļĄāļēāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļžāļšāļ§āđˆāļē āļĄāļĩāļāļēāļĢāļ™āļģāļ™āđ‚āļĒāļšāļēāļĒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļžāđāļ§āļ”āļĨāđ‰āļ­āļĄ āļ—āļīāļĻāļ—āļēāļ‡āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĄāļēāļˆāļąāļ”āļ—āļģāđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđ€āļžāļ·āđˆāļ­āļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļē āđ„āļ”āđ‰āļĄāļĩāļ„āļ§āļēāļĄāđ€āļŦāļĄāļēāļ°āļŠāļĄ āļĄāļĩāļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™āđ„āļ›āđ„āļ”āđ‰ āļĄāļĩāļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒ āđāļĨāļ°āļ„āļ§āļēāļĄāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄ āļ‚āđ‰āļ­ 3 āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļĄāļīāļ•āļīāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļĨāļ°āļāļĨāđ„āļāļāļēāļĢāļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļžāļšāļ§āđˆāļē āļ­āļ‡āļ„āđŒāļāļĢāļ•āđˆāļēāļ‡āđ† āļ—āļĩāđˆāđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡āļāļąāļšāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāļĻāļķāļāļĐāļē āļĄāļĩāļāļēāļĢāļ™āļģāļĄāļīāļ•āļīāļ‚āļ­āļ‡āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄ 4 āļ‚āļąāđ‰āļ™āļ•āļ­āļ™ āļ„āļ·āļ­ (1) āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāđƒāļ™āļāļēāļĢāļ•āļąāļ”āļŠāļīāļ™āđƒāļˆ (2) āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāđƒāļ™āļāļēāļĢāļ›āļāļīāļšāļąāļ•āļīāļāļēāļĢ (3) āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāđƒāļ™āļœāļĨāļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒ (4) āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāđƒāļ™āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļœāļĨ āđ‚āļ”āļĒāļĄāļīāļ•āļīāļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄ āđ€āļ›āđ‡āļ™ 2 āļĨāļąāļāļĐāļ“āļ° āļ„āļ·āļ­ āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāļ­āļĒāđˆāļēāļ‡āđ€āļ›āđ‡āļ™āļ—āļēāļ‡āļāļēāļĢ āđāļĨāļ°āļāļēāļĢāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄāļ­āļĒāđˆāļēāļ‡āđ„āļĄāđˆāđ€āļ›āđ‡āļ™āļ—āļēāļ‡āļāļēāļĢ āđāļĨāļ°āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē āļ›āļĢāļ°āļāļ­āļšāļ”āđ‰āļ§āļĒ āļœāļđāđ‰āļšāļĢāļīāļŦāļēāļĢāļāļēāļĢāļĻāļķāļāļĐāļē āļŦāļĢāļ·āļ­āļœāļđāđ‰āļĄāļĩāļŠāđˆāļ§āļ™āđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡āđƒāļ™āļĢāļ°āļ”āļąāļšāļ™āđ‚āļĒāļšāļēāļĒ āļŠāļļāļĄāļŠāļ™ āļ­āļ‡āļ„āđŒāļāļĢāļ āļēāļ„āļĩāđ€āļ„āļĢāļ·āļ­āļ‚āđˆāļēāļĒ āļ āļēāļ„āđ€āļ­āļāļŠāļ™ āļœāļđāđ‰āļšāļĢāļīāļŦāļēāļĢāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđāļĨāļ° āļ„āļĢāļđāļœāļđāđ‰āļŠāļ­āļ™āđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļēāļ—āļĩāđˆāļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āđ€āļ‚āļ• 1, 2, 3 āđ€āļ›āđ‡āļ™āļ•āđ‰āļ™ āđāļĨāļ°āļĄāļĩāļāļĨāđ„āļāļāļēāļĢāļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) 3 āļĢāļ°āļ”āļąāļš āļĄāļĩāļ­āļ‡āļ„āđŒāļāļĢāđāļĨāļ°āļŦāļ™āđˆāļ§āļĒāļ‡āļēāļ™āļ—āļĩāđˆāļĄāļĩāļŠāđˆāļ§āļ™āļĢāđˆāļ§āļĄ āđ„āļ”āđ‰āđāļāđˆ āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āļĢāļ°āļ”āļąāļšāđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļē āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđ‚āļ”āļĒāļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āļĄāļĩāļĻāļķāļāļĐāļēāļ˜āļīāļāļēāļĢāļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļĢāļ°āļ”āļąāļšāđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆ āļĄāļĩāļœāļđāđ‰āļ­āļģāļ™āļ§āļĒāļāļēāļĢāđāļĨāļ°āļĢāļ­āļ‡āļœāļđāđ‰āļ­āļģāļ™āļ§āļĒāļāļēāļĢ āļœāļđāđ‰āļ­āļģāļ™āļ§āļĒāļāļēāļĢāļāļĨāļļāđˆāļĄāļ™āđ‚āļĒāļšāļēāļĒāđāļĨāļ°āđāļœāļ™ āđāļĨāļ°āđ€āļˆāđ‰āļēāļŦāļ™āđ‰āļēāļ—āļĩāđˆāđƒāļ™āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļē āļŠāļ‡āļ‚āļĨāļē āđ€āļ‚āļ• 1,2,3 āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļ›āļĢāļ°āļāļ­āļšāđ„āļ›āļ”āđ‰āļ§āļĒāļœāļđāđ‰āļ­āļģāļ™āļ§āļĒāļāļēāļĢāđāļĨāļ°āļ„āļĢāļđāđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āļ‚āļ™āļļāļ™ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļ§āļąāļ”āļ›āļ°āđ‚āļ­ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļ„āļĨāļ­āļ‡āļ™āļāļāļĢāļ°āļ—āļļāļ‡ āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āđ‚āļ„āļāđ€āļĄāļē āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āđ€āļāđˆāļē āđ‚āļĢāļ‡āđ€āļĢāļĩāļĒāļ™āļšāđ‰āļēāļ™āļ—āļĢāļēāļĒāļ‚āļēāļ§ āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļē āļŠāļ‡āļ‚āļĨāļē āđ€āļ‚āļ• 1, 2, 3 āļ‚āđ‰āļ­ 4 āļœāļĨāļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āđ‚āļ”āļĒāļ„āļ§āļēāļĄāļĢāđˆāļ§āļĄāļĄāļ·āļ­āļ‚āļ­āļ‡āļŦāļļāđ‰āļ™āļŠāđˆāļ§āļ™āļāļĨāļĒāļļāļ—āļ˜āđŒāļ—āļēāļ‡āļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļžāļšāļ§āđˆāļē āđāļœāļ™āļĒāļļāļ—āļ˜āļĻāļēāļŠāļ•āļĢāđŒāļāļēāļĢāļžāļąāļ’āļ™āļēāļ„āļļāļ“āļ āļēāļžāļāļēāļĢāļĻāļķāļāļĐāļēāļ‚āļ­āļ‡āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļēāđƒāļ™āļŠāļąāļ‡āļāļąāļ”āļŠāļģāļ™āļąāļāļ‡āļēāļ™āđ€āļ‚āļ•āļžāļ·āđ‰āļ™āļ—āļĩāđˆāļāļēāļĢāļĻāļķāļāļĐāļēāļ›āļĢāļ°āļ–āļĄāļĻāļķāļāļĐāļēāđƒāļ™āļˆāļąāļ‡āļŦāļ§āļąāļ”āļŠāļ‡āļ‚āļĨāļē āļ—āļĩāđˆāđ€āļ™āđ‰āļ™āļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒāđāļĨāļ°āļœāļĨāļĨāļąāļžāļ˜āđŒāļŠāļģāļ„āļąāļ (OKRs) āļĢāļ°āļ”āļąāļšāļˆāļąāļ‡āļŦāļ§āļąāļ” āđāļĨāļ°āļĢāļ°āļ”āļąāļšāļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļĄāļĩāļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™āđ„āļ›āđ„āļ”āđ‰ āļĄāļĩāļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒ āļĄāļĩāļ„āļ§āļēāļĄāđ€āļŦāļĄāļēāļ°āļŠāļĄ āđāļĨāļ°āļ„āļ§āļēāļĄāļ„āļĢāļ­āļšāļ„āļĨāļļāļĄāļ•āđˆāļ­āļŠāļ–āļēāļ™āļĻāļķāļāļĐāļē āļ„āļĢāļđ āđāļĨāļ°āļœāļđāđ‰āđ€āļĢāļĩāļĒāļ™āđ‚āļ”āļĒāļ•āļĢāļ‡ āđāļĨāļ°āļŠāļ­āļ”āļ„āļĨāđ‰āļ­āļ‡āļāļąāļ™āļ­āļĒāđˆāļēāļ‡āļ•āđˆāļ­āđ€āļ™āļ·āđˆāļ­āļ‡āļ—āļąāđ‰āļ‡ 2 āļĢāļ°āļ”āļą

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    A Method for Evidence Based Quality Practice Engineering

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    Ohjelmistotuotannon laatu on yhÃĪ yksi IT-teollisuuden suurimpia ongelmia. Erityisen kiinnostava kysymys on, kuinka tietty laatutaso voitaisiin saavuttaa systemaattisesti. Empiirinen ohjelmistotuotanto (EBSE) pyrkii vastaamaan tÃĪhÃĪn kysymykseen kerÃĪÃĪmÃĪllÃĪ todistusaineistoa aitojen ohjelmistotuotantoprosessien ja -tuotoksien toimivuudesta. TÃĪssÃĪ tyÃķssÃĪ tutkimusnÃĪkÃķkulmaksi on valittu laatukÃĪytÃĪntÃķjen ja -tavoitteiden vÃĪlinen suhde konstruoimalla ja vertailemalla uusia menetelmÃĪ ohjelmistotuotantoprosessien kehittÃĪmiseksi. Tutkimusta varten suoritettiin yhteensÃĪ viisi toimintotutkimuksellista ja konstruktiivista interventiota neljÃĪssÃĪ suomalaisessa keskikokoisessa ohjelmistotuote-yrityksessÃĪ. Ensiksi sovellettiin laatupalettianalyysi -menetelmÃĪÃĪ kolmessa yrityksessÃĪ. TÃĪmÃĪn jÃĪlkeen konsturoitiin uudet indikaattorianalyysi ja "NMA"-aivomyrsky menetelmÃĪt. ViimeisenÃĪ konstruktiona rakennettiin semanttisen verkon -teknologiaan pohjautuva tietÃĪmyskanta laatutavoitteiden ja -kÃĪytÃĪntÃķjen vÃĪlisten vaikutusten tutkimiseen. Tutkimuksen tulokset ovat kaksiosaiset. Huolimatta siitÃĪ, ettÃĪ todistusaineiston mÃĪÃĪrÃĪllisen puutteen takia tilastollisesti merkittÃĪviÃĪ tuloksia ei voida tÃĪssÃĪ tyÃķssÃĪ esittÃĪÃĪ, uusi tietÃĪmyskanta vaikuttaisi teoreettisesti pystyvÃĪn tutkituista menetelmistÃĪ ainoana vastaamaan tutkimuskysymyksessÃĪ esitettyyn kysymykseen. Teollisuuden lisÃĪksi tietÃĪmyskantaa on mahdollista hyÃķdyntÃĪÃĪ akateemisessa tutkimuksessa, opetuksessa, koulutuksessa ja ohjelmistotuotantoprosessin kehitysideoiden arvioinnissa. TietÃĪmyskanta pystyi vastaamaan tiettyihin kysymyksiin, kuten "mitÃĪ kÃĪytÃĪntÃķjÃĪ tulisi soveltaa varmistuakseen, ettei ohjelmistopÃĪivitykseen kuluva tyÃķmÃĪÃĪrÃĪ ylitÃĪ 8h:a?". Vastauksena saatiin kÃĪytÃĪntÃķvektori "savutestiasennus" ja "alfa/beta -testaus". VÃĪhÃĪisen tutkimustiedon takia tietÃĪmyskanta ei kuitenkaan pysty toistaiseksi vastaamaan esimerkiksi miten pÃĪivitykseen kuluvaa tyÃķmÃĪÃĪrÃĪÃĪ voitaisiin lyhentÃĪÃĪ. LisÃĪksi tuloksen luotettavuutta voidaan pitÃĪÃĪ heikkona. Tietokannan antamien vastauksien laajuutta ja luotettavuutta voitaisiin kuitenkin helposti parantaa laatimalla systemaattisia kirjallisuuskatsauksia kaikesta saatavilla olevasta ohjelmistotuotantokÃĪytÃĪntÃķihin liittyvÃĪstÃĪ tieteellisestÃĪ kirjallisuudesta ja syÃķttÃĪmÃĪllÃĪ tulokset tietÃĪmyskantaan. Kunnes tietÃĪmyskannasta pystytÃĪÃĪn kehittÃĪmÃĪÃĪn teolliseen kÃĪyttÃķÃķn soveltuva versio, NMA -aivomyrsky on selkeÃĪsti tehokkain menetelmÃĪ kehitysideoiden tuottamiseen. Muut tutkitut tyÃķpajamenetelmÃĪt eivÃĪt aina tuottaneet lainkaan kehitysideoita eivÃĪtkÃĪ siten sovellu teolliseen kÃĪyttÃķÃķn. Kuitenkin tÃĪmÃĪn tyÃķn lopussa esitetÃĪÃĪn ehdotuksia siitÃĪ, kuinka laatupalettianalyysiÃĪ voitaisiin hyÃķdyntÃĪÃĪ tietÃĪmyskannan tiedonkeruumenetelmÃĪnÃĪ mm. poistamalla tyÃķpaja-vaihe ja kehittÃĪmÃĪllÃĪ uusi esitehtÃĪvÃĪtyÃķkalu.The quality of the software has been and remains as a key problem of the software industry. Especially interesting questions is, how a certain level of quality can be systematically reached. Evidence-based software engineering (EBSE) tries to provide answer to this question by collecting empirical evidence on different aspects of the software engineering process and deliverables. In this work the perspective of quality practices and goals has been selected for constructing and evaluating a method that could be used for industrial software process improvement (SPI). Four subject Finnish middle-sized software product companies were studied by performing in total five action research and constructive interventions. First the novel Quality Palette Analysis -method was applied for three subject companies in different variations. Next the Indicator Analysis and the New Method A (NMA) -brainstorming method were constructed and applied by the author. As a final constructive step, the author designed a novel Semantic Web -based EBSE experience factory for mapping the empirical evidence on the relationship of the quality goals and practices. The results of the study are two-fold. While the collected data on the relationship between the quality goals and practices remains insufficient to draw definitive claims, it seems that the EBSE DB provides theoretically a very high utility model for software process improvement (SPI) initiative evaluation, training & education, and for the scientific research. The database is able to answer questions such as "which practices should be used to ensure reaching of effort of 8h per update" with an answer vector of practices "smokeTesting" and "alphaBetaTesting". Due to small amount of samples the database is currently unable to answer for example, how an update effort of 1 hour less could be reached and the results can be considered unreliable. However, the reliability and range of answerable questions could be easily improvement by performing systematic literature review on all available scientific evidence on the software engineering practices. While such a system remains as a prototype, the NMA -brainstorming method provided clearly the best yield of SPI initiatives compared to the time invested in the data collection. The other methods were by the best cumbersome and can't be recommended for industrial application in their current forms. However, the author provides suggestions how the QPA-method could be altered to function in the Future as a primary data collection method for the EBSE DB in context of individual companies by omitting the workshop -phase and developing an automatic data collection tool similar to the current QPA pre-assignment

    Team learning in a matrix organization: case study of a software development center in Mexico

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    http://tartu.ester.ee/record=b2611560~S1*es

    Remote Sensing of Precipitation: Part II

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    Precipitation is a well-recognized pillar in the global water and energy balances. The accurate and timely understanding of its characteristics at the global, regional and local scales is indispensable for a clearer insight on the mechanisms underlying the Earth’s atmosphere-ocean complex system. Precipitation is one of the elements that is documented to be greatly affected by climate change. In its various forms, precipitation comprises the primary source of freshwater, which is vital for the sustainability of almost all human activities. Its socio-economic significance is fundamental in managing this natural resource effectively, in applications ranging from irrigation to industrial and household usage. Remote sensing of precipitation is pursued through a broad spectrum of continuously enriched and upgraded instrumentation, embracing sensors which can be ground-based (e.g., weather radars), satellite-borne (e.g., passive or active space-borne sensors), underwater (e.g., hydrophones), aerial, or ship-borne. This volume hosts original research contributions on several aspects of remote sensing of precipitation, including applications which embrace the use of remote sensing in tackling issues such as precipitation estimation, seasonal characteristics of precipitation and frequency analysis, assessment of satellite precipitation products, storm prediction, rain microphysics and microstructure, and the comparison of satellite and numerical weather prediction precipitation products

    GVSU Press Releases, 2002

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    A compilation of press releases for the year 2002 submitted by University Communications (formerly News & Information Services) to news agencies concerning the people, places, and events related to Grand Valley State University

    XX Workshop de Investigadores en Ciencias de la ComputaciÃģn - WICC 2018 : Libro de actas

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    Actas del XX Workshop de Investigadores en Ciencias de la ComputaciÃģn (WICC 2018), realizado en Facultad de Ciencias Exactas y Naturales y Agrimensura de la Universidad Nacional del Nordeste, los dÃŽas 26 y 27 de abril de 2018.Red de Universidades con Carreras en InformÃĄtica (RedUNCI

    XX Workshop de Investigadores en Ciencias de la ComputaciÃģn - WICC 2018 : Libro de actas

    Get PDF
    Actas del XX Workshop de Investigadores en Ciencias de la ComputaciÃģn (WICC 2018), realizado en Facultad de Ciencias Exactas y Naturales y Agrimensura de la Universidad Nacional del Nordeste, los dÃŽas 26 y 27 de abril de 2018.Red de Universidades con Carreras en InformÃĄtica (RedUNCI
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