Boston is the first city in the nation to require a green building standard through municipal zoning requirements. by amending article 37 of the municipal zoning code, the city requires that all large scale projects meet the u.s. City of boston breaks ground on phase ii of green affordable housing on november 7th, the city of boston broke ground on phase ii of the homes at old colony, boston's newest sustainable affordable housing. Energy positive program promotes new generation of green home building the energy positive e+ green building demonstration program, a residential design and construction initiative, will bring energy, environmentally, and equity positive green homes to boston's neighborhoods. the program seeks to promote the future generation of home construction. Atlantic wharf becomes boston's first leed platinum skyscraper on june 7th, 2012, the city of boston announced that boston properties’ atlantic wharf, boston’s first skyscraper to designated leed platinum under the u.s. Green building council’s usgbc leed core shell program. a collaborative development between the city of boston and boston properties, atlantic wharf is a shining example of the mayor’s transformative green building policies in boston.

Hadoop, spark and kafka have already had a defining influence on the world of big data, and now there's yet another apache project with the potential to shape the landscape even further: apache arrow. The apache software foundation on wednesday launched arrow as a top level project designed to provide a high performance data layer for columnar in memory analytics across disparate systems. Based on code from the related apache drill project, apache arrow can bring benefits including performance improvements of more than 100x on analytical workloads, the foundation said. In general, it enables multi system workloads by eliminating cross system communication overhead.

Code committers to the project include developers from other apache big data projects such as calcite, cassandra, drill, hadoop, hbase, impala, kudu, parquet, phoenix, spark and storm. The open source community has joined forces on apache arrow, said jacques nadeau, vice president of the new project as well as apache drill. We anticipate the majority of the world's data will be processed through arrow within the next few years. In many workloads, between 70 percent and 80 percent of cpu cycles are spent serializing and deserializing data. Arrow alleviates that burden by enabling data to be shared among systems and processed with no serialization, deserialization or memory copies, the foundation said. An industry standard columnar in memory data layer enables users to combine multiple systems, applications and programming languages in a single workload without the usual overhead, said ted dunning, vice president of the apache incubator and member of the apache arrow project management committee. Arrow also supports complex data with dynamic schemas in addition to traditional relational data.

For instance, it can handle json data, which is commonly used in internet of things iot workloads, modern applications and log files. Implementations are also available for a number of programming languages for greater interoperability. Apache arrow software is available under the apache license v2.0 and is overseen by a self selected team of active contributors to the project. As a result we designed a simulation to show participants exactly what happens at work, in front of them as a team that has come together. We feel this is the best way to get the real issues on the table and start to develop clear 038 honest communication structures to deal with the issues. We love that you have identified that virtual teams can be in the same building as once we started to run our simulation we discovered that the problems were not just geographical located teams but anyone that does not invest enough face to face time to build trust and allow the benefit of the doubt when dealing with tricky issues. The best research we found on this topic was from antarctica so our simulation game is set there on thin ice.

To compliment the corporate research we have also interviewed antarctic explorers where the peak performance of a virtual team is about life and death. Your research supports my many years of experience with dispersed and colocated teams. Social issues are also important and bringing the team together for a few days as described is crucial.

Once people have had a chance to interact on a face to face basis they learn the communication cues characteristic of each other and this makes future communications more effective. Finally, cultural differences must be addressed up front at the first group meeting if possible. Sometimes this requires that part of the team work in a way that is not part of the teams normal culture.

Discuss approaches to the work sufficiently to uncover such differences and get commitments to follow the teams selected approach. Having recently completed a project in angola where half of the team where located in uk, i can concur with many of the findings in this article. Team managers that ensured that roles were well clarified, tasks clearly defined and good collaboration across teams brought about considerable performance improvement. Other teams that we worked with were much less clear about roles and tended to be territorial them 038 us in attitude. Without a doubt the strength and commitment of the team leaders in bridging those gaps is key. One take away from this research is perhaps the need for multi nationals to spend more time developing the collaboration skills in their leaders for dispersed team working.

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I am very interested in learning more about the socio emotional processes employers are using to create a sense of team and belonging among dispersed teammates. What specific best practices are being used to bridge gaps caused by short distance dispersion when relocation to the same floor is not an option? im also curious about specific practices used by hr partners to effectively engage/support team members in the field. Joanna shepard i define communication as the right people acting on the right information at the right time and have found there is a non linear correlation between the aggregate distance separating team members be it physically, temporally or culturally and the necessity for formal communication management. I suggest the early dip in the graph depicting the importance of task related processes stems not only from an under appreciation of the need for communication management, but also from an underlying assumption of similarity of purpose, mind set, etc by team members who are collocated by site but not necessarily in continuous physical association. I also would argue the downward trend in performance as dispersion increases results, in part, from the belief a fixeed set of communication management tools and practices is scalable across the range of dispersion. I suggest the authors consider examining if, and how, the teams employ different techniques of management based on the level of team dispersion. As an example, for highly dispersed teams, ive found the periodic use of face to face meetings involving the whole team can serve to refocus and refine the teams efforts when placed at the proper junctures in a projects life.

Cause And Effect Essay Topics for Elementary

The associated cost becomes a rounding error when compared with the opportunities lost as a result of a late or poorly designed or executed project. I managed a variety of dispersed teams at yahoo and found that the lack of informal, ad hoc interaction was the single biggest issue impacting performance. To address these problems, i founded sococo w.sococo.com , a new communication company that lets people work together as if they were in the same physical place. Teams can have scheduled interactions as well as the informal hallway discussions all in a virtual office setting. Im on many dispersed teams and 4 things really help: 1 using im chat routinely 1 1, and for ad hoc group chats, to kickoff an ad hoc web session, etc.

Chat informally from time to time for social connection it works use to resolve issues, etc. In 1996, the boston redevelopment authority adopted article 80 to provide clear guidelines for the development review process relating to large projects adding more than 50,0 square feet , small projects greater than 20,0 square feet , planned development areas new overlay zoning districts for project areas larger than 1 acre , and institutional master plans projects relating to academic and medical campuses. Article 80 was adopted because the parameters of these unique projects rarely fit neatly within the existing zoning code and a more predictable review process was needed. The article 80 process may include, but is not limited to, review of a project 39 s impacts on transportation, public realm, the environment, and historic resources. For more information, the citizen 39 s guide to article 80 is available to provide more information.

Otherwise, please contact jonathan greeley, director of development review, by email or by telephone at 617.918.4486. Bra large project review: extended small project review applies to projects that do not meet the threshold for large project review they are less than 50,0 square feet of gross floor area but that are expected to affect the surrounding area and public realm because of size or location. The primary elements addressed during small project review relate to project design. Applicants will be informed if they are required to undergo small project review by the city of boston 39 s inspectional services department or by a project manager at the bra. Small project review generally applies to projects that add a minimum of 20,0 square feet of gross floor area or a minimum of 15 dwelling units,small project review requires the submission of an application that is reviewed by the bra rsquo s urban design department, city agencies and the impacted community.