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It is also useful to note that the EIPT literature uses the term "knowledge structure" somewhat interchangeably with two other terms: a schema (a mental codification of experience that includes a particular organized way of cognitively perceiving and responding to a complex situation or set of stimuli) and an expert "script." As previously noted, within the entrepreneurship literature, entrepreneurial expert scripts have been defined to be "action-based knowledge structures" (Mitchell et al., 2000, p.
Hence, by utilizing EIPT to examine franchisee scripts, and comparing them with those of independent entrepreneurs and managers, we hope to better situate the role of franchisees within the field of entrepreneurial endeavor.
Future research should consider the extent to which franchisors are the true expert entrepreneurs in the franchisor-franchisee relationship, and whether this relationship is, in actuality, a symbiotic blending of two necessary but not sufficient script types (e.g., as suggested by EIPT: entry is distinct from doing, but both are necessary for expert results).
From this first meeting, the EIPT quickly identified issues and risk areas, started an effective tracking of program risks, and developed mitigation plans to reduce areas of significant risk.
Through frequent and extensive high-level meetings, the EIPT received commitment from project and product managers for interim drops to the CTSF to alleviate schedule and integration risk.
The EIPT leader hosted weekly technical IPTs to mediate disputes and to keep the overall program moving forward until the software was delivered.
One key and immediate task for the Technical IPT, in close coordination with the Test IPT (both supporting the EIPT), was the development of an integrated and synchronized schedule leading to the April 30, 2004, software drops to the CTSF.
Additionally, the EIPT was working with a test timeline that was out of sync with Software Blocking, and a source of funds for FY04 test activities had not been identified.
It became evident that the EIPT had to separate the fielding and development process.
On the plus side, a positive lesson learned was the importance of defining expectations through a senior leader review, which for this EIPT was weekly briefs or updates to the PEO C3T.
In addition to standardizing and determining a good enough Battle Command capability based upon findings from Operation Enduring Freedom (OEF)/OIF, the trail boss, through the EIPT, facilitated a change from a bottom-up to a top-down architecture focusing on the seven Critical Commander's Needs, defining guidance on development of the current software and enhancing the operational and technical architecture, and serving as a conduit for the reception and dissemination of evolving and emerging Army direction for the road ahead.
The PEO C3T and the ABCS 6.4 good enough EIPT worked hard to provide an architecture that is integrated across all mission-area command and control systems.
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