Entrada Final del Blog: Reflexion

 Reflexion Final

Hoy ha finalizado la materia de ingles instrumental, bueno quiero agradecerle a la profesora Doris Molero por soportarnos durante todo este tiempo en el cual ella invirtió en nosotros y recordale que su clases fueron efectivas, con respecto a las clases en el salón como en el laboratorio me parecieron que fueron muy completas, el material estuvo muy bueno y pues los laboratorios estaban en buenas condiciones lo cual lleno mis expectativa.

Bendiciones a todos mis compañeros para mi todos son excelente personas, todos de diferentes personalidades que hacían más amena las clases, sé que a todos nos espera al final el éxito en todas las áreas nuestras vida.  

Ahora contamos con una herramienta que es el blog  que nos sirve para compartir nuestros conocimientos, y aprender de otras personas del todo el mundo. Pues tengo la certeza que ahora tengo una clara interpretacion de los texto en ingles.

Mi recomendación para los nuevos alumnos seria que vallan con un corazón dispuesto a aprender por que esta materia es clave no solo para el postgrado sino para tu vida como profesional, éxito y ánimo que lo mejor esta por venir.

Unidad III Y IV Patrones de Organizacion de un Parrafo

Are You a Team Player?

It may seem like a contradiction, but you can view yourself as a team player and still impede your team's ability to function successfully. Consider one team that I observed during a problem-solving session. The group had about four hours to try to come up with a solution.

Moments after the group gathered, a personable, outgoing fellow volunteered to facilitate the group's effort; at that, he jumped up and positioned himself at the flipchart, marker in hand ready to take notes. This chap had previously told me with pride that he was a team player, and he truly saw himself as one. He wanted his team to succeed and was highly motivated to contribute to their shared effort.

But once at the flipchart, he did as much to obstruct the team effort as to support it: For example, he dismissed several ideas that differed from his own, and discounted some suggestions without trying to understand the reasoning behind them. He seemed unfazed when several people spoke simultaneously. As the effort proceeded, he failed to notice expressions of annoyance on the faces of some team members - or if he noticed, he did nothing about them.

This fellow's heart was in the right place. He was a team player. How could it be otherwise, given how strenuously he wanted the team to succeed. Yet from the way he worked, it was as if he'd been directed to see how many ways he could come up with to make the problem harder to solve than it actually was.

The same was true of other participants - team players all. For example, one participant stated that she was good at listening to many simultaneous speakers; then moments later, she misstated a key point one of them had just made. Another said he'd support any solution, as long as the session ended quickly. Then he continually inserted ideas that prolonged the discussion. None seemed aware of how their behavior was counteracting the very success they wanted the team to achieve. Under the pressure of time, they acted in a manner that ensured their effort would need more time rather than less.

The mark of a successful team is not just that it achieves a successful outcome, but that team members enjoy working together and would be happy to continue doing so.

A team that destroys itself in the course of accomplishing its mission is no team at all. Even if everyone is a team player.

1_. ¿Cuales son los Marcadores de Definicion?

For example, been directed ,  the faces of some team  ,For example,This,, as much to .

Tesla, Nikola

(July 9/10, 1856, Smiljan, Croatia--d. Jan. 7, 1943, New York City), Serbian-American inventor and researcher who discovered the rotating magnetic field, the basis of most alternating-current machinery. 

He emigrated to the United States in 1884 and sold the patent rights to his system of alternating-current dynamos, transformers, and motors to George Westinghouse the following year. In 1891 he invented the Tesla coil, an induction coil widely used in radio technology.

Tesla was from a family of Serbian origin. His father was an Orthodox priest; his mother was unschooled but highly intelligent. A dreamer with a poetic touch, as he matured Tesla added to these earlier qualities those of self-discipline and a desire for precision.

Training for an engineering career, he attended the Technical University at Graz, Austria, and the University of Prague. At Graz he first saw the Gramme dynamo, which operated as a generator and, when reversed, became an electric motor, and he conceived a way to use alternating current to advantage. Later, at Budapest, he visualized the principle of the rotating magnetic field and developed plans for an induction motor that would become his first step toward the successful utilization of alternating current.

In 1882 Tesla went to work in Paris for the Continental Edison Company, and, while on assignment to Strassburg in 1883, he constructed, in after-work hours, his first induction motor.  Tesla sailed for America in 1884, arriving in New York, with four cents in his pocket, a few of his own poems, and calculations for a flying machine. He first found employment with Thomas Edison, but the two inventors were far apart in background and methods, and their separation was inevitable.

In May 1885, George Westinghouse, head of the Westinghouse Electric Company in Pittsburgh, bought the patent rights to Tesla's polyphase system of alternating-current dynamos, transformers, and motors. The transaction precipitated a titanic power struggle between Edison's direct-current systems and the Tesla-Westinghouse alternating-current approach, which eventually won out.

Tesla gave exhibitions in his laboratory in which he lighted lamps without wires by allowing electricity to flow through his body, to allay fears of alternating current. He was often invited to lecture at home and abroad. The Tesla coil, which he invented in 1891, is widely used today in radio and television sets and other electronic equipment. That year also marked the date of Tesla's United States citizenship.

In 1898 Tesla announced his invention of a teleautomatic boat guided by remote control. When skepticism was voiced, Tesla proved his claims for it before a crowd in Madison Square Garden.

  ¿Idea General del texto?

En este texto se refiere a la vida de Nicola Tesla inventor serbio americano quien  fue unos de los mas grandes inventores e investigadores del siglo XX y su gran aporte al planeta  por sus descubrientos de la corriente alterna.

Taller Unidad III Y IV

How to Select Project Management Software

Selecting a project management software for your projects takes work, planning, and careful strategy. All too often project management software and the project management software selection process is grossly oversimplified. There are many factors to be considered when selecting project management software and, although those factors vary in details from project to project, there are standard considerations to keep in mind regardless of the project or industry.

Often a project management software company will sell a project management software without truly understanding why the organization needs the project management software and what problems the company expects to solve in using project management software. These situations often result in a project manager purchasing a project management software and then later discovering that certain of project management requirements were not addressed and not easily solved using the selected project management software. The project management software at that point has a shelf life with the company while project managers start to develop a strategy of how to cover the additional overlooked requirements. A similar situation happens when the project or company changes business practices, scales up, or scales down in volume, and the selected project management software is unable to grow or change to accompany the changing project management business requirements.

How does a project manager work within their organization to plan out the project management software selection process and get the most out of the project management software? The answers:

•Collaboration and awareness of interdepartmental project and dependencies

•Detailed analysis of project management issues that arose within existing and historical projects

•Proposed resolution list of project management issues

•Understanding of company policy and contracts as to leveraged both to improve project management

•Understand what motivates those participating in project management to perform

•Understand what discourages those participating in project management from performing

•Document existing project management steps into some logical work flow

•Map out a reward-driven project management system that rewards those following the project management process.

•Involve those responsible for Accounting and Information Technology as to understand project software integration needs.

 ¿Cuál cree usted que es el tópico que está a punto de leer?

  Que  existe alguna duda sobre algun tema y estan buscando la soluccion.

¿Cuál es la idea general del texto?

Como Selecciónar un software de gestión de proyectos.

¿Que palabras se repiten?

Project, management, software,

¿Que palabras se parecen al español?

Integration, software, Document, selection, industry.

¿Cuales son las palabras en negrita, el titulo, subtitulo o gráficos que te ayudan a entender el texto?

Selecting, project, software, management, work.

¿De qué trata el texto? Lee el primer párrafo y el último o la ultimas ideas del último párrafo?

El tema trata de las Consideraciones, normas a tener en cuenta independientemente del proyecto, para la seleccion de un software de gestión de proyectos, y Cómo funciona un gestor de proyectos dentro de su organización para planificar la gestión de proyectos software de proceso de selección y obtener el máximo partido del software de gestión de proyectos.

Unidad III Aproximacion al Texto

Born Feb. 11, 1847, Milan, Ohio, U.S.—died Oct. 18, 1931, West Orange, N.J.) American inventor who, singly or jointly, held a world record 1,093 patents. In addition, he created the world's first industrial research laboratory.

Edison was the quintessential American inventor in the era of Yankee ingenuity. He began his career in 1863, in the adolescence of the telegraph industry, when virtually the only source of electricity was primitive batteries putting out a low-voltage current. Before he died, in 1931, he had played a critical role in introducing the modern age of electricity. From his laboratories and workshops emanated the phonograph, the carbon-button transmitter for the telephone speaker and microphone, the incandescent lamp, a revolutionary generator of unprecedented efficiency, the first commercial electric light and power system, an experimental electric railroad, and key elements of motion-picture apparatus, as well as a host of other inventions.

Edison was the seventh and last child—the fourth surviving—of Samuel Edison, Jr., and Nancy Elliot Edison. At an early age he developed hearing problems, which have been variously attributed but were most likely due to a familial tendency to mastoiditis. Whatever the cause, Edison's deafness strongly influenced his behaviour and career, providing the motivation for many of his inventions.

1.    ¿Cuándo Nació Thomas (Alva) Edison?

R: 11 de febrero 1847, Milán, New York, Estados Unidos

2.    ¿Dónde estudio?

R: Port Huron, Michigan

3.    ¿Cuál fue su Carrera?

R: Convirtió en un aprendiz de telegrafista, Y en un inventor por excelencia de América

4.    ¿Cuándo y donde murió Thomas Alva Edison?

R: Murió 18 de octubre 1931, en West Orange, Nueva Jersey.

Resolving Project Team Conflicts

Conflicts on project teams are a fact of life! Only on rare occasions do conflicts not arise - even on the smallest projects conflicts rear their ugly heads! It's human nature to have conflicts and it arises for any number of reasons, including:

    * Misunderstandings.

    * Personality clashes.

    * Disagreements about the right way to approach a problem.

    * Egos.

As a project manager, part of your responsibilities includes managing conflicts on the project team. The best way to manage a conflict is to ensure that the parties involved in the conflict are the ones developing the solution. You can't resolve it for them; they have to come to agreement on how to resolve the conflict themselves.

Bear in mind that sometimes a conflict cannot be resolved. For example, you may have two individuals on the project team that just are not going to get along no matter what - too much has happened between them. If you can't help them resolve their conflict, they must, at the very least, work together professionally for the good of the team and the project. Your job in this case, then is to help them figure out how they are going to get through this project being cordial and professional with each other.

Here are some suggestions to get you moving in the right direction:

  Schedule a first meeting with the individuals who are having the conflict to   discuss:

          What is (are) the issue(s)? Get it all out on the table - let them vent.

          What are their perspectives?

          Work with the parties to develop criteria for solutions to their conflict.

        

 Ask them to think about what they can do to get past the issue, or put it aside, based on the criteria for resolution they agreed to, in order to move forward with working together. What alternatives exist? This should happen overnight - let them sleep on it.

¿Cuál es la idea general del texto?

Acerca de los conflictos que existen en los equipos de trabajo que conforman un proyecto.

¿De qué trata el texto?  Lee el primer párrafo y el último o la ultimas ideas del último párrafo?

Como jefe de proyecto, parte de nuestras responsabilidades es la gestión de conflictos en el equipo del proyecto. La mejor manera de manejar un conflicto es garantizar que las partes involucradas en el conflicto son los que desarrollar la solución. Su trabajo en este caso, es ayudarlos a entender cómo se va a conseguir a través de este proyecto, y aprender a ser cordial y profesional con los demás.

  ¿Cuales son las palabras que se repiten?

·        Resolve, project , conflict, team.

¿Qué palabras parecen en español?

·    Resolution, perspectives, direction, individuals, responsibilities, Egos, occasions, Conflicts.

Taller de la Unidad 1-2

Managing Projects on a Global Scale

There are no longer many physical obstacles to performing global projects. Instantaneous global collaboration, inexpensive resource transportation, and near-global access to knowledge have expanded organizations’ horizons and consumer markets. At the same time, however, these now-hurdled obstacles present new challenges to the global project manager though distance is now surmountable, what happens when project team members speak different languages, for example? We may have instantaneous communication, but this doesn't necessarily translate into instant comprehension.

So where does this current level of interconnectedness leave the modern global project manager? The internet and globalization are too young to have expunged regional differences, yet they make collaboration between these regions too profitable to be ignored. The following obstacles are real threats to conducting good business, but can all be hurdled using a combination of new technology - the tools which have brought us this far along - and old tactics - the tried and true elements which constitute business as we know it. Though new generations may not experience these same complications as we do today, they currently pose a threat to conducting smooth business.

Agreeing on a Work Culture

While understanding key cultural differences is crucial to project success, it's also wise to establish standards as to meeting conventions, status updates, and work expectations. Don't assume that your team approaches these in the same; establish guidelines early on and get your team to collaborate effectively. Vocalise your expectations to remove tension and to get everyone on the same page.

At the same time, don't try to pave over real differences in the way your individual team members operate. Be aware of cultural differences and diverse work methodologies to bridge differences in the most positive manner possible. Let everyone bring their unique strengths to the table, but at the same time make sure they know exactly when to arrive at that table.

As with any project management issue, it's imperative that you understand the strengths and weaknesses of each of your team members in order to complete projects on time. Spend time getting to know everyone, encourage collaboration and an esprit de corps, and assign work accordingly. Understanding the mix of your team's skills, experiences, and personalities allows you to adapt your project to the team's unique DNA.

Different cultures may complement one another, but it's also possible that they will butt heads. Plan accordingly, be prepared to adapt quickly, and arm yourselves with the right tools and you should be able to pull off any project without too much of a hitch.

ü  Palabras que no conoces, Agrega las abreviaciones.

          Performing: Realizar,  Adj. (Adjetivo).

          Expunged: Cancelado, Vrb (Verbo).

          Understanding: Compresión,  Vrb (Verbo).

ü  Idea principal del texto

Actualmente existen herramientas modernas de gestión de proyectos, como: correo electrónico, chat y videoconferencia que hoy en día facilitan reunirse con diferentes personas en interactuar unos con otros y también para aumentar su sentido de trabajo en equipo, su colaboración especialmente cuando se encuentran dispersado por  todo el mundo. 

ü  Categorías lexicales: (2 ejemplos por categoría)

Ø  Palabras de Contenido:

ü  Sustantivos: Manner, technology

ü  Verbos: Project, make

ü  Adjetivos: Cultural, global

ü  Adverbios: Though, same

Ø  Palabras de Función:

ü  Conjunciones: And, But

ü  Preposiciones: To, over

ü  Cognados Verdaderos: Different, real

ü  Cognados Falsos: May, inexpensive

ü  Sufijos: Globalization, currently

ü  Prefijos: Updates, experiences

ü  Artículos: the, A

ü  Estructura de la Oración:

Ø  These now-hurdled obstacles present new challenges to the global project manager

           F.N: These now-hurdled obstacles present new

           N: present

           Pre Modificadores: These now-hurdled obstacles

           Post Modificadores: new challenges to the global project manager 
         
           F.V: Challenges to the global project manager

           N.F.V: Challenges

          T.P: Presente Simple

Ø  As with any project management issue it is imperative that you understand the strengths and weaknesses of each of your team members in order to complete projects on time.

           F.N: As with any project management issue it

           N: Project Management

           Pre Modificadores: As with any

           Post Modificadores: issue it

           F.V:   is       

           N.F.V:  imperative that you understand the strengths and weaknesses of each of your team members in order to complete projects on time.

           T.P: Presente Simple.

Unidad 1_ USO DEL DICCIONARIO

Three Tips for Being a Good Manager

1. Understand the Value of Your Employees

You can't accomplish your team's objectives by yourself, so work hard to help your employees do their jobs. Remove obstacles, work through glitches, and fight for the resources your employees need to achieve success.

2. Look for Each Member's Strengths and Leverage Them

By utilising an employee's natural strengths to their full potential, you'll not only allow the employee to feel a tremendous sense of value and accomplishment, you'll also be giving your team the benefit of those skills.

3. Be a Cheerleader

You should be your employees' biggest fan and strongest supporter. Ensure that your executive team is aware of your group's accomplishments, work with senior staff members to gain recognition for the team's successes, and be diligent in rewarding individual achievers with promotions when appropriate.

1.  Palabras Nuevas:

• Success : Exito (S) Sustantivo
• Strengths: Fortaleza (S) Sustantivo
• Skills: Habilidades (S) Sustantivo
• Accomplishments: Logros (S) Sustantivo
• Achievers: Triunfadores (S) Sustantivo

Categorías Lexicales:

Sustantivos: Employees, Work

Adjetivos: Through,  Potential

Verbos: help, to feel

Artículos: an, the

Preposiciones: for, in

Conjunciones: that, and

Sufijos: giving, rewarding

Cognados Verdaderos: benefit, executive

Cognados Negativo: value, successes

Prefijos: recognition,Remove

Idea Principal del Texto

Para mantener un equipo de gestión de proyectos sin problemas puede ser un reto, especialmente cuando los presupuestos son macros y las expectativas son altas. Cada gerente debe averiguar la mejor manera de dirigir y motivar a su equipo de trabajo y juntos lograr llegar al éxito por el camino correcto

Welcome to my Blog¡¡¡¡

Hola Bienvenido a mi Blog mi Nombre es Cesar Mora, soy Ing Mecanico egresado de la Universidad del Zulia, actualmente estoy realizando en postgrado de Gerencia de Proyectos Industriales en la URBE, Mis expectativas en la Maestria es ampliar mis conocimientos en el area de proyectos y usar adecuadamente las herramientas para la Gerencia de Proyectos.

Me gusta jugar basket, comerrrrrrr, cine, viajarrrrrr y leer, gracias por tu visita deja tu comentarios.