This short paper describes the first prototyping of a self-evaluation process of Curriculum Agility at a Faculty of Technology in Sweden. The process comprises guided, semi-structured, individual interviews at different organisational levels within the faculty, a joint narrative based on those interviews, prioritizing development strategies per level, and jointly mapping them on importance and implementation time. The self-evaluation is part of and based on the research on the principles of Curriculum Agility. The results show the interplay in timely curriculum change for futureproof engineering education between the teaching staff, the systems and the people who control the systems. The self-evaluation brings together the different perspectives and perceptions within the faculty and gives insight in how those affect he willingness towards and occurrence of curriculum development. This work in progress indicates how doing such a qualitative self-evaluation paves the road for transparent strategic dialogues on a holistic level about what to give attention and organize differently.
DOCUMENT
In our current and turbulent times, it is clear that some sort of organisational agility, in which-ever way achieved, is necessary to survive and thrive as an organisation. The question is how to achieve such manoeuvrability. We propose the use of design (thinking), with a focus on prototyping to iteratively develop greater organisational agility. Based on literature research into the circumstance that drive change, design, prototyping and a number of organisations that seem to have incorporated the right tactics, as well as observations made at a change-programme for a large Dutch corporate, we have developed a model to guide this process. The model proposes that an organisation should focus on developing a shared sense of purpose, to guide all its undertakings. Afterwards, employees should collaborate on iteratively creating the right (digital & physical) environments, culture and personal grounding for them and the organisation, to be able to achieve this purpose. Based on certain (dynamic) criteria and these various domains, personal responsibilities (action agendas) may constantly evolve and keep the organisation agile. This paper explains the reasoning behind the model and calls for further experimentation to take place to verify its effectiveness. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
DOCUMENT
In dynamic business environments, the ability to adapt is highly important for organizations in order to best their competition. This is necessary because throughout the years of doing business, organizations have experienced but one constant factor: change. The concept of enterprise agility is designed to counter this phenomenon. In this regard, IT is perceived to play a vital role in enterprise agility, most often viewed as an enabler. However, IT can be an inhibitor of enterprise agility as well because of its potentially restricting nature, structural thinking, bureaucracy, rigor, etc. This especially becomes apparent in information systems (IS) that have been operational in organizations for several years. This research aims at discovering processes of IT management that empower or obstruct enterprise agility. We identify processes on the one hand and aspects of enterprise agility on the other and relate them to each other using propositions. We conclude with the identified contribution of IT management to enterprise agility, propose directions for optimization as well as offer suggestions for additional research.
DOCUMENT
Agile software development has evolved into an increasingly mature software development approach and has been applied successfully in many software vendors’ development departments. In this position paper, we address the broader agile service development. Based on method engineering principles we define a framework that conceptualizes an operational way of working for the development of services, emphatically taking into account agility. As a first level of agility, the framework contains situational project factors that influence the choice of method fragments; secondly, increased agility is proposed by describing and operationalizing these method fragments not as imperative steps or activities, but instead by means of sets of minimally specified, declarative rules that determine the context and constraints within which goals are to be reached. This approach borrows concepts from rules management, organizational patterns, and game design theory. Keywordsmethod engineering–agile service development–business rules–business rules management–product management–game design
DOCUMENT
Purpose/objective: Stereotactic radiosurgery of brain metastases requires highly conformal dose distributions. Besides beams setup, characteristics of the linear accelerator collimator may also play a role. In this study we compared the impact of leaf width on the dose outside the target for stereotactic radiosurgery of single brain metastases. Results: The mean dose was evaluated in the first 2 rings of 5 mm around the PTV(table 1). The difference in mean dose for the small lesions(Dpres=24 Gy) of the first ring of 5 mm is 1.8 Gy in favor of the Agility and 0.9 Gy for the larger lesions(Dpres=18 Gy)also in favor of the Agility. The difference is smaller for the larger lesions (figure1). Also for the second ring of 5 mm, adjacent to the first ring, the difference is is 1.1 Gy vs 0.8 Gy also in favor of the Agility. Conclusion: For the small lesions with a volume smaller than 4 cm³ the Agility shows a steeper gradient in the two surrounding rings than the MLCi1. Therefore we recommend the use of the Agility for treating the smaller lesions.
DOCUMENT
Modifiable (biomechanical and neuromuscular) anterior cruciate ligament (ACL) injury risk factors have been identified in laboratory settings. These risk factors were subsequently used in ACL injury prevention measures. Due to the lack of ecological validity, the use of on-field data in the ACL injury risk screening is increasingly advocated. Though, the kinematic differences between laboratory and on-field settings have never been investigated. The aim of the present study was to investigate the lower-limb kinematics of female footballers during agility movements performed both in laboratory and football field environments. Twenty-eight healthy young female talented football (soccer) players (14.9 ± 0.9 years) participated. Lower-limb joint kinematics was collected through wearable inertial sensors (Xsens Link) in three conditions: (1) laboratory setting during unanticipated sidestep cutting at 40-50°; on the football pitch (2) football-specific exercises (F-EX) and (3) football games (F-GAME). A hierarchical two-level random effect model in Statistical Parametric Mapping was used to compare joint kinematics among the conditions. Waveform consistency was investigated through Pearson's correlation coefficient and standardized z-score vector. In-lab kinematics differed from the on-field ones, while the latter were similar in overall shape and peaks. Lower sagittal plane range of motion, greater ankle eversion, and pelvic rotation were found for on-field kinematics (p < 0.044). The largest differences were found during landing and weight acceptance. The biomechanical differences between lab and field settings suggest the application of context-related adaptations in female footballers and have implications in ACL injury prevention strategies. Highlights: Talented youth female football players showed kinematical differences between the lab condition and the on-field ones, thus adopting a context-related motor strategy. Lower sagittal plane range of motion, greater ankle eversion, and pelvic rotation were found on the field. Such differences pertain to the ACL injury mechanism and prevention strategies. Preventative training should support the adoption of non-linear motor learning to stimulate greater self-organization and adaptability. It is recommended to test football players in an ecological environment to improve subsequent primary ACL injury prevention programmes.
DOCUMENT
Powerful Ageing is a power training intervention offered by Dutch municipalities to improve the physical functioning of its older residents, thereby reducing their reliance on assistive living devices and social support services. This study aimed to investigate the effects of Powerful Ageing on muscle power, physical performance, and physical functioning in older adults immediately following the intervention and at 1-year follow-up. The study design was a prospective longitudinal case series. Eligible older adults requesting social support services from their municipality participated in a 14-week power training intervention. Primary outcomes were categorized according to ICF health domains: within the function domain, muscle power was measured with a Power Squat Test and a Lifting Test; within the activities domain, physical performance was assessed using the Star Agility Run and Timed Up-and-Go Test; and within the participation domain, physical functioning was assessed using a patient-specific complaints questionnaire. Participant motivation, a secondary outcome, was assessed using a short questionnaire.
MULTIFILE
Objective: To determine content validity of the Muscle Power Sprint Test (MPST) and construct validity and reliability of the MPST, 10x5 Meter Sprint Test (10x5MST), slalom test and one stroke push test (1SPT) in wheelchair-using youth with spina bifida (SB). Design: Clinimetric study Setting: Rehabilitation centers, SB outpatient services, private practices Participants: A convenience sample of 53 children (5-19 years, 32 boys / 21 girls) with SB who use a manual wheelchair. Participants were recruited in the Netherlands through rehabilitation centers, SB outpatient services, pediatric physical therapists and the BOSK (Association of and by parents of children, adolescents and adults with a disability). Interventions: Not applicable. Main Outcome Measures: Construct validity of the the MPST was determined by comparing results with the arm-cranking Wingate Anaerobic test (WAnT) using paired t-tests and Pearson Correlation Coefficients, while content validity was assessed using time based criteria for anaerobic testing . Construct validity of the 10x5MST, slalom test and 1SPT was analyzed by hypothesis testing using Pearson Correlation Coefficients and Multiple Regression. For reliability, Intra Class Correlation coefficients (ICC) and smallest detectable changes (SDC) were calculated. Results: For the MPST, mean exercise time of four sprints was 28.1 sec. (±6.6 sec.). Correlations between the MPST and WAnT were high (r>0.72, p<0.01). Excellent correlations were found between the 10x5MST and slalom test (r=0.93, p<0.01), while correlations between the10x5MST or slalom test and MPST and 1SPT were moderate (r=-0.56- -0.70; r=0.56, p<0.01). The 1SPT was explained for 38% by wheelchair mass (Beta -0.489) and total upper muscle strength (Beta 0.420). All ICCs were excellent (ICC>0.95) but the SDCs varied widely. Conclusions: The MPST, 10x5MST and slalom test are valid and reliable tests in wheelchair-using youth with SB for measuring respectively anaerobic performance or agility. For the 1SPT, both validity and reliability are questionable.
DOCUMENT
Background Testing aerobic fitness in youth is important because of expected relationships with health. Objective The purpose of the study was to estimate the validity and reliability of the Shuttle Ride Test in youth who have spina bifida and use a wheelchair for mobility and sport. Design Ths study is a validity and reliability study. Methods The Shuttle Ride Test, Graded Wheelchair Propulsion Test, and skill-related fitness tests were administered to 33 participants for the validity study (age = 14.5 ± 3.1 y) and to 28 participants for the reliability study (age = 14.7 ± 3.3 y). Results No significant differences were found between the Graded Wheelchair Propulsion Test and the Shuttle Ride Test for most cardiorespiratory responses. Correlations between the Graded Wheelchair Propulsion Test and the Shuttle Ride Test were moderate to high (r = .55–.97). The variance in peak oxygen uptake (VO2peak) could be predicted for 77% of the participants by height, number of shuttles completed, and weight, with large prediction intervals. High correlations were found between number of shuttles completed and skill-related fitness tests (CI = .73 to −.92). Intraclass correlation coefficients were high (.77–.98), with a smallest detectable change of 1.5 for number of shuttles completed and with coefficients of variation of 6.2% and 6.4% for absolute VO2peak and relative VO2peak, respectively. Conclusions When measuring VO2peak directly by using a mobile gas analysis system, the Shuttle Ride Test is highly valid for testing VO2peak in youth who have spina bifida and use a wheelchair for mobility and sport. The outcome measure of number of shuttles represents aerobic fitness and is also highly correlated with both anaerobic performance and agility. It is not possible to predict VO2peak accurately by using the number of shuttles completed. Moreover, the Shuttle Ride Test is highly reliable in youth with spina bifida, with a good smallest detectable change for the number of shuttles completed.
DOCUMENT
‘Panta rhei’ was the immortal wisdom, spoken over 2,500 years ago by the Greek philosopher Herakleitos. ‘Everything flows’; everything changes and nothing remains the same. More than ever, this is true for the competitive environment of many organizations. Whether resulting from technological progress, new regulations, globalizing economy or inventive competitors, new developments change the marketplace every day. Organizations are continuously reacting to these changes, or anticipating new ones, by introducing new products and services, improving business processes, changing resources, expanding their activities or discarding obsolete activities. Selecting the right changes and organizing and managing them in an effective and efficient way is, for many organizations, a critical success factor for business agility and continuous success. Many of these changes are managed as projects: unique efforts that require the mobilization of resources of different disciplines, capabilities and organizational units. Project management is developing into the key organizational skill in order to execute these changes in a controlled manner
DOCUMENT
