IMF Perspective on the Covid Crisis

IMF Perspective on the Covid Crisis

STARTING NOW: A conversation on the global crisis with IMF Managing Director @KGeorgieva and @AtlanticCouncil @fredkempe, with introductory remarks by @joshualipsky https://t.co/7Vv35iJ8E8

— IMF (@IMFNews) April 27, 2020

#DCarsonCPA Global on Research https://www.dcarsoncpa.com/global
  #Economist  #Analyst  #EPCLines  #EaCSL #GRLSTEM

"Deckchairs At Dawn" Rescuing Ourselves From Political Extremism Using T...

Richard Grannon UK Educated Psychology Researcher strong on analysis of modern challenges in views and the crowd, and how the loud voices but not the statistically thick bands are capturing and catapulting the Narrative.  A Strong Recommendation for improvements in Entity Communications and the under tended lines of managing for #NPD #BPD #APD and related lines of challenges in Entity Leadership Lines. In  a complex chapter the #UK brings an advanced line of how to manage Entities and Relationships through better considering and moding to Human Psychology and the extremes of same to lines of Leadership needs and Societal needs. #UKExpert #US #UK #Psychology #SocialResearch #CABA #EntityGovernance #HumanElements on Teamwork. #RichardGrannon  #DCarsonCPAonHealth and soon to launch lines #DCarsonCPAonEntityPsychology lines in so far as the impact is Teamwork success lines for improvements through blending the leadership to help empower the groups on #EPCLines. More to Follow. 

Leadership support lines at www.dcarsoncpa.net including the multi-dimensional lines of Economic and Social Research Contexts to Teamwork for Entity, Policy and Community Improvements where the base unit is Human Relationships which encompasses a range of personality types and the needs for understanding how they impact teamwork.  We can help. Hats off to Richard Grannon for substantial work in clarifying personality types of norms and extremes which influence relationships, teamwork, entity and societal challenges.

Excerpt from a Memo to a PM

Excerpt from a memo to a PM who was emphasizing the value of the route of the PM skills but in so doing was missing the broader connection of Accounting and Economist skills in relation to PM workflows.  I believe that true knowledge embraces constructive teamwork for improvements across disciplines. It takes more than any one line of skills to pull in a robust perspective but in a very relevant way math, legal, technology debits, credits and evolved binary from 0s + 1s places a huge part in needs in the economy. The writer was missing the value so in case others are to we filled in more to the context on cross value at work..... we appreciate the author (of what was an open piece not being to us but being found relevant to a need for outreach on awareness to the importance of cross functional teamwork) for having inspired the writing.

Forward:

Since we are uniquely positioned to consider the cross value of Economist, Accounting, Legal / Paralegal, Communications and Technologist skills to Entity and Cross Sector Teamwork we share the following for the benefit of ALL, to see and share the value on synergy. Hope that this narrative brings context to value on teamwork which is improved in the PM space not solely through Project Management skills but through context to Macro and Micro Value at work along PM, Entity, Policy + Community lines where we all meet as direct and / or indirect stakeholders on outcomes depending on role + project but invariably every economic decision touches the framework of all points on that line.

Remember that we are here to help from #CFO #PM #BA lines to help on cross functional teamwork and the added value of emergent Quant / Economist, Technology + Legal insight is of perceptive strong value to help on many needs across Leadership, Management and Staff lines on project workflows, training, development and teamwork on the multi- tiered approach of Services, Applied Research and Outreach at www.dcarsoncpa.com or if you prefer at DCarsonCPA on Advisory or DCarsonCPA MFC One lines on Lean Advisory.

COMMENTS

"(Anon)..., From an objective standpoint I'll note that a process devoid of Economic Purpose is a meaningless outcome from an Entity Management and Leadership perspective. If you can't connect your Project to an Economic Purpose with a viable accounting basis for funding... then we need to be honest to note that there is no project, so a project in context to value or perceived value to management will always win over the inverse. That noted, the Art is Project Management, Zen and the Art of Project Management, to know your process and execute well which rings true to your point. It is ironic that you first ridicule accountants and then use the very standards from accounting of timely, relevant reporting as part of your narrative. You picked on Economists as well in noting how qouting the famed British Economist John Maynard Keyes would do little to improve the outcomes for a Project Management Process. I am going to disagree here and state that no project gets funded without an Economic Tie into value, substantiated by Accounting and that every step of the line is intricately related to objectives which have time and budget measurements where the PM is reliant on cross skills to see the Technology, Financials, Communications and Teamwork objectives in technicolor. Projects which have a higher potential to succeed map to basis lines of good practice and meeting milestones (more eloquently defined in PM prose) AND sustainable projects are those that are well defined and communicated in relation to Management and Entity Goals and Objectives which by definition work to macro and micro financial objectives where stakeholders may very well include a broad line of Entity, Policy and Community points on needs on teamwork whether known or unknown. Even the most basic of functions in the Economy can be performed better in context to knowledge of inputs and how they support outputs AND every Project Management Cycle is at it's core an exercise of matching supply to demand. Your world strengthens through diversity and the ability to see the palate of colors and shades, not the inverse. Mastery of any process is in the ability to elevate to the Zen of a process to achieve a mindfulness of Task and Purpose. Route tasks executed for clinical efficiency will very swiftly be automated into obsolescence as the IoT (internet of things) becomes the FoW (Future of Work) and the AI of things will swiftly chose winners and losers. IF the value in process is not the art of the process, the art of the process can be automated and will be lost to obsolescence through a series of check sum routines. Young PMs need to think about the value and art of process as central value... yes get it done on time, on budget and run the process streamlined as you can to the efficient time tables... but never forget the context of value. At the end of every process a PM and their team should be able to at least in some measure quantify actions performed, results achieved and build the journals of lessons learned. The value of PM is value in context for Entity, Policy and Societal needs where Data, BIg Data, Financials, Communications and Teamwork meet on the workflows of supporting supply and demand. No Economics, No Accounting, No Context to Value, Data, Teamwork and Communications = No Value to Project Management as a Value Added workflow. I see it all through these eyes and it is economic prose but it is rooted to the bottom line and the value at work without which Senior Management will not back a single dollar spent on project management so please show the accountants a little love in the process and cut your Economists a little slack they are trying to help and that a Communicator may indeed have a bigger role than is immediately foreseen or understood in connecting Entity , Policy and Community value for improvements in the Economy, through the Financials. Where Legal, Financial, Technology., Data, Big Data, Communications and Project Management all carry strong value on Teamwork and the We in teamwork means more than just you and I, it's about a broad line of direct and indirect stakeholders and an important place for the profession on societal value. I have been a trumpeter because the value is needed on Public and Private lines of improvement in the Economy and Financials none the least of which include fiscal stewardship of resources and the allocation of limited resources to unlimited wants and needs through Government, Entity and Community points where accountants, lawmakers, technologists, economists, project managers and mutli-level stakeholders meet on value for improvements. Look to a broader line of PM value in Context for the future of the profession in a time of changing dynamics and needs. There is important value to be found in context to purpose beyond the route of skills."

DCarsonCPA Precision Lines - Strategy to Execution in the Economy and Financials

DCarsonCPA Precision Lines - Strategy to Execution in the Economy and Financials

From End to End in the Economy and Financials, the Value at Work travels through Communications and Technology lines where the People Power Potential (DCarsonCPA the P^3 Daily the Human Capital Asset ) and the Opportunity Transforming Capability of Technology provide the Engines to Growth and Innovation in the Economy and Financials.

The DCarsonCPA MFC Lines on Lean Management Consulting take the value of years of hands on Financials and connect that knowledge through Project Management to Technology and the core lines of Innovation at work in real time on Growth and Risk Strategy in the Economy and Financials.

This is an exceptional age of new knowledge for performance and there are two paths that essentially define the road ahead as the pathways and the key points to either Innovate and Lead or to Fail to Innovate and let someone else define your road and pathway for Entity and Individual / Family Survival in a complex, high stakes, changing economy in this knowledge age of technology, innovation and disruption.

While it may appear that certain ground works, pathways, policies and procedures are immutable and unchangeable. The quiver and arrow where only ever effective until the discovery and industrialization of gunpowder and the muzzle to borrow from the defense lines of innovation and dramatic change in the landscape. Similarities can be drawn to the changes of technology as an instrument of modern lines of influence and change. In these times now and more rapidly than ever before Technology is guiding the speed of change and the asset most valuable now to your organization is not necessarily the lines of same old same old but more likely it is the lines of someone who can see the value of same old but carry it to the new lines of same old meets innovation and improvement in the consistent truth line of change, innovation and industrialization which has always been the workflow pathway of evolution in Industrialized Economies and Financials.

People get stuck on Old Processes that have always worked but when they over commit and fail to innovate to make same old same old the new and improved lines - value is lost and the entire value of learning in the workforce should be geared to least squares pathways of (humanistic) improvements in the Economy and Financials. We can help on those lines at:

DCarsonCPA MFC

For the Policy to Implementation lines and the key needs on Entity Governance, Growth and Prudent Risk Management we offer unique lines on Strategy to Execution support powered by lines of  Deep Research and Agile and Dexterous Capabilities with strong lines of Hands on Skills and Integrated Research to optimize the value where Financials and Project Management meet.

DCarsonCPA on the People Power Potential of Integrated Performance where the CFO and Project Management Lines meet Entity and Cross Sector Research on the Pathways to improvements in the Economy and Financials. Strategy to Execution Lines on Growth AND Prudent Risk Management at DCarsonCPA.