Your Digital Task List

2021 ◽  
pp. 11-22
Author(s):  
Frank Buck
Keyword(s):  
Task List

Distributed task allocation with critical tasks and limited capacity

Robotica ◽  
2021 ◽  
pp. 1-25
Author(s):  
An Zhang ◽  
Mi Yang ◽  
Bi Wenhao ◽  
Fei Gao
Keyword(s):  
Numerical Simulations ◽  
Unmanned Aerial Vehicle ◽  
Task Allocation ◽  
Network Capacity ◽  
Allocation Problem ◽  
Limited Capacity ◽  
Performance Impact ◽  
Task List ◽  
Aerial Vehicle ◽  
Traditional Performance

Abstract This paper considers the task allocation problem under the requirement that the assignments of some critical tasks must be maximized when the network capacity cannot accommodate all tasks due to the limited capacity for each unmanned aerial vehicle (UAV). To solve this problem, this paper proposes an extended performance impact algorithm with critical tasks (EPIAC) based on the traditional performance impact algorithm. A novel task list resizing phase is developed in EPIAC to deal with the constraint on the limited capacity of each UAV and maximize the assignments of critical tasks. Numerical simulations demonstrate the outstanding performance of EPIAC compared with other algorithms.

Research on the Reform Model of “Problem Task List and Cooperative Investigation in Groups” Integrated Practice

2021 ◽  
Vol 5 (1) ◽  
pp. 21-29
Author(s):  
Dianqing Lv ◽  
Wen Yang ◽  
Longfei Han ◽  
Liwen Yi ◽  
Guang Han
Keyword(s):  
Task List ◽  
Integrated Practice ◽  
Reform Model

100 Use of the PHQ-2 as a Depression Screening Tool to Meet BQUIP Guidelines

2021 ◽  
Vol 42 (Supplement_1) ◽  
pp. S68-S68
Author(s):  
Eva Keatley ◽  
Carolyn B Blayney ◽  
Shelley A Wiechman
Keyword(s):  
Depressive Symptoms ◽  
Medical Record ◽  
Electronic Medical Record ◽  
Nursing Staff ◽  
Burn Injury ◽  
Improvement Program ◽  
Systematic Screening ◽  
Positive Screen ◽  
Burn Centers ◽  
Task List

Abstract Introduction In 2015, the Burn Quality Improvement Program (BQUIP) guidelines were established with recommendations for systematic screening of Major Depressive Disorder at all verified burn centers. Our level one trauma center rolled out a program to screen all patients entering the burn service starting in June 2018. After a year of collecting data, we have been able to evaluate the program and make recommendations for other burn centers. Methods All patients admitted to the inpatient burn service who were over 12 years of age were screened by bedside nurses using the 2-item Patient Health Questionnaire (PHQ-2). Exclusion for screening included those who were intubated and sedated and/or not alert or oriented. A reminder automatically popped up in the nursing task list in the electronic medical record until it was given, or patient was coded as not appropriate for screening. Results A total of 509 patients were admitted to the Burn Service between June 2018 and May 2019. Of those, 40 were identified as not being appropriate for screening due to inability to regain consciousness, and 116 (24%) were not screened for unknown reasons. The remaining patients, 353 (77%) were screened with the PHQ-2 and 94% of these patients were screened on the same day of admit. Of the patients screened, 28 (8%) scored above the clinical cut-off for probable depression (PHQ-2 ³ 3) and 265 (75.1%) did not endorse any symptoms on the PHQ-2. Of the 28 that screened positive, 16 (57.1%) received psychological services. Of those that did not receive psychology services, the majority were admitted for less than 3 days (n=10, 76.9%). Conclusions In the first year of the program the vast majority of eligible patients were able to be screened by nursing staff with a 2-item measure. A 77% screening rate is high for a trauma setting. This success is likely due to the automation of the task in the electronic medical record, the ease of use of the PHQ-2 and the dedication of the nursing staff. The 8% rate of a positive screen is higher than the general population (4%) but a similar rate to what is reported in the literature of burn survivors who are 5- and 10-years post burn injury. Given that most patients were screened within 24 hours of admission, we are capturing depressive symptoms that predate the injury. We know that depression can impair burn recovery (e.g., affect participation in therapy, impede wound healing) and lead to poorer long-term outcomes. Systematic screening of depressive symptoms upon admission will allow us to intervene earlier and potentially reduce barriers to optimal recovery. We will be discussing utilization of resources for providing inpatient services to patients with a positive screen.

scholarly journals DEVELOPMENT OF THE MANAGEMENT SYSTEM OF ORDERS OF THE COMPANIES AND ORGANIZATION OF THE STAFF WORK

2018 ◽  
Vol 2 ◽  
pp. 12-20 ◽  
Author(s):  
Svitlana Popereshnyak ◽  
Anastasia Vecherkovskaya
Keyword(s):  
Dynamic Scheduling ◽  
Working Hours ◽  
Automated System ◽  
Activity Diagram ◽  
Task List ◽  
System A ◽  
Order Management ◽  
Intuitive User Interface ◽  
User Friendly ◽  
And Control

In the course of the study, the activity of Ukrainian enterprises was analyzed. It was revealed that the main aspects that require increased attention, regardless of the industry, are staff management and order management. The activity of any enterprise consists of fulfilling orders and, as a consequence, satisfying customers. It is proposed to develop an automated system that will enable to keep records of orders, namely: the time of order receipt, the number of products, the urgency, the necessary material and time resources, the priority of the order, the executor, the predicted and actual time of the order. This system will help to organize the work of staff, namely: to optimize the working hours of employees due to the dynamic scheduling of the task list; to introduce responsibility for an order that is tied to a specific employee, to keep records of shifts and working hours, automatically form a payroll with due account of worked shifts/hours. The work designed an automated system for managing orders and staff at middle-class enterprises. The requirements for this system are defined and two types of architecture are proposed. For a better understanding of the design phase of the automated system, a class diagram, activity diagram and interaction diagrams are presented. In the process of research, the end product was created with a user-friendly and intuitive user interface that maximally satisfies all the requirements that have been defined for this system. For today the system works in a test mode at the enterprise of Ukraine. The introduction of the system to the filter element manufacturing company allowed to improve the interaction with customers by 40 % due to faster fulfillment of orders; 80 % facilitate the work of managers to track and control the execution of orders; and also, by 20% increase the efficiency of the staff department. What on the whole positively affected the work of the enterprise as a whole.

Interaction Design Principles for Web Emergency Management Information Systems

2013 ◽  
pp. 113-131 ◽  
Author(s):  
Teresa Onorati ◽  
Alessio Malizia ◽  
Paloma Díaz ◽  
Ignacio Aedo
Keyword(s):  
Information Systems ◽  
Emergency Management ◽  
Interaction Design ◽  
Management Information Systems ◽  
Design Strategy ◽  
Design Principles ◽  
Point Of View ◽  
Management Information ◽  
Common Features ◽  
Task List

The interaction design for web emergency management information systems (WEMIS) is an important aspect to keep in mind due to the criticality of the domain: decision making, updating available resources, defining a task list, and trusting in proposed information. A common interaction design strategy for WEMIS seems to be needed, but currently there are few references in literature. The aim of this study is to contribute to this lack with a set of interactive principles for WEMIS. From the emergency point of view, existing WEMIS have been analyzed to extract common features and to design interactive principles for emergency. Furthermore, the authors studied design principles extracted from a well-known (DERMIS) model relating them to emergency phases and features. The result proposed here is a set of design principles for supporting interactive properties for WEMIS. Finally, two case studies have been considered as applications of proposed design principles.

Session 6: Figuring Out Your Attention Span and Learning How to Delay Distractions

2020 ◽  
pp. 61-68
Author(s):  
Susan E. Sprich ◽  
Steven A. Safren
Keyword(s):  
Attention Span ◽  
Task List

This chapter contains instructions for gauging the length of time that one can reasonably expect to work on a boring or difficult task, followed by information on how to break tasks down into smaller “chunks” that will likely take that amount of time or less. The chapter also contains information on the “distractibility delay” skill. This is a skill that involves setting a timer during which one commits to staying on task, writing down distractions, and then deciding if they are tasks that need to be done immediately, tasks that can go onto the task list, or tasks that are pure distractions and can be discarded.

Session 4: What to Do When Things Aren’t Getting Done: Breaking Down Tasks and Problem-Solving

2020 ◽  
pp. 47-52
Author(s):  
Susan E. Sprich ◽  
Steven A. Safren
Keyword(s):  
Problem Solving ◽  
Task Completion ◽  
Problem Solving Skills ◽  
Task List ◽  
Structured Problem Solving

Problem-solving skills and how to deal with large projects are the focus of this chapter. This session contains information about how to manage overwhelming tasks, those that remain on the task list for many days or weeks without getting completed. Information is provided regarding how to use structured problem-solving to arrive at a solution to a problem. Additionally, the chapter contains information about how to break down large tasks into smaller, more manageable chunks to increase the likelihood of task completion.

Gauging Your Attention Span and Distractibility Delay

2017 ◽  
pp. 53-60
Author(s):  
Steven A. Safren ◽  
Susan E. Sprich ◽  
Carol A. Perlman ◽  
Michael W. Otto
Keyword(s):  
Second Step ◽  
Attention Span ◽  
Task List

This chapter contains instructions that adult clients with ADHD can use to gauge their attention span and use the “distractibility delay” technique. The first step is for clients to gauge the length of time that they can reasonably expect themselves to work on a boring or difficult task. The second step is to break tasks down into smaller “chunks” that will likely take that amount of time. The “distractibility delay” skill involves committing to keep working on a task for a certain period of time. During that time, the client writes down distractions but does not act on them. After the agreed-upon period of time, the client can decide if they are tasks that need to be done immediately, tasks that can go onto the task list, or tasks that are pure distractions and can be discarded.

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