Why are two Ryazan universities recognized as ineffective? Who to give the family business to? By the same criteria

Knowledge a person in the mode of ignorance generates attachment to one type of activity as the only important one, very poorly and does not reflect the truth. Him activity is performed in illusion, in neglect of the instructions of the sastras, without concern for the resulting bondage, violence or suffering caused to others. ExecutorA: He is constantly engaged in activities contrary to the instructions of the sastra, materialistic, stubborn, deceitful and sophisticated in insulting others, lazy, gloomy and slow. Understanding: He takes unbelief for faith, and faith for unbelief, is under the cover of illusion and darkness, always directed in the wrong direction. Him determination does not help to overcome sleep, fear, sadness, gloom and delusion. Him happiness blindly to self-realization, ghostly from beginning to end and stems from drowsiness, laziness and illusion.

Verses 45-54

1. How should a person relate to his natural inclinations?

If one has not yet risen above the modes of material nature, then he should perform duties according to his natural inclination for the satisfaction of the Lord. Thus, by worshiping the all-pervading Lord, everyone can attain perfection.

2. Why is it better to do your own by own businessthan to do someone else's work?

Fulfilling the duties prescribed according to the nature of everyone never evokes sinful reactions, so it is better to follow your duty, even if you are imperfectly performing it, than to perfectly fulfill someone else's.

Fulfillment of other people's duties leads to the following: 1) activity on one's own whim is encouraged (that is, the satisfaction of feelings becomes the motive), which ultimately leads to chaos; 2) the foundations of society are undermined (if a person decides to change the type of his activity, then those who depend on his activity may suffer); 3) a person is engaged in something to which he does not have a natural inclination, this causes him dissatisfaction and threatens with moral decay. (Fulfilling other people's responsibilities is not as easy as it might seem, because our conditioning tendencies are rooted in us much deeper than we realize.)

Summarize the main points of verse 48 and its commentary.

Just as fire is always accompanied by smoke, so any activity is contaminated by the modes of material nature. Despite this, if any professional activity carried out for the satisfaction of Krsna, all the faults inherent in this activity are eliminated. Therefore, one should carry out his prescribed duties, even if this activity is flawed.

4. Why does a Krsna conscious person automatically become a sannyasi?

True renunciation means that a person constantly realizes himself as an integral part of the Supreme Lord, and therefore believes that the Supreme should enjoy the fruits of his labor. This is Krsna consciousness. Thus, one who acts in Krishna consciousness is a bona fide sannyasi. he is not attached to anything material.

5. If devotional service begins after one attains Brahman consciousness (18.55), should we first become self-realized and then take to Krsna consciousness?

It is not necessary. Devotional service is both the goal and the means. In the pre-liberation stage, bhakti is a means of purification by which one gets rid of false ego and attains the brahma-bhuta stage. After liberation, bhakti is the natural quality of the soul in its eternal relationship with Krishna.

Therefore Krsna consciousness should be practiced even if we have not yet attained liberation.

Verses 55-63

1. What do the words "bhaktya mam abhijanati" mean to scholars and empiricist philosophers?

The supreme divine personality is incomprehensible to the lovers of mental speculation and unbelievers. The truth about the Supreme Personality can only be revealed to a person engaged in pure devotional service.

2. Answer the following statement: "Since a devotee is dealing with material energy, he must receive karmic reactions."

For a devotee in full Krishna consciousness, everything is spiritual because he engages everything in devotional service to the Lord. The energy of the Lord begins to act as material only when we try to enjoy it, and when a person uses the energy of the Lord in accordance with its original purpose - in the service of the Lord, then this energy remains spiritual. Therefore a pure devotee is always free from the karmic reaction of his activities.

3. How would you answer the question (referring to texts 18.59-60) "Why work hard for Krishna?"

A living being is forced to act actively. If one refuses to act according to the order of Krsna, he will still be forced to act according to the material modes. But anyone who voluntarily surrenders himself completely to the service of Krsna will overcome all obstacles of conditioned life and attain perfection.

Verses 64-78

1. Briefly summarize in your own words the most important teachings of the Bhagavad-gita given in texts 65 and 66.

The most confidential part of knowledge is that one should become a pure devotee of Krsna., always think of Him and act for Him. The Lord promises that anyone who is Krsna conscious will return to Krsna's abode. In doing so, it is recommended to focus your mind on the original form of Lord Krishna. The concentration of the mind on this form is the essence of the most intimate part of knowledge.

Krishna advises Arjuna to simply surrender to Him, giving up all other types of dharma. One might think that without being free from all sinful reactions, one cannot enter the path of devotional service. To dispel such doubts, Krishna says that he Himself will relieve the devotee from all the reactions of his past sinful activities. In this way, simply by surrendering to Krsna, one can immediately achieve all the positive results without wasting time.

2. Who should be taught the science of Bhagavad-gita, and who-no?

This confidential knowledge should not be imparted to someone who has not gone through the tapasya of the religious process, who has never tried to serve the Lord in devotion, who has not cooperated with pure devotees, and especially to someone who considers Krishna to be simply a historical person or is jealous of His greatness. The Bhagavad-gita should only be explained to those who are willing to accept Krishna as the Supreme Personality of Godhead.

3. What is the result of teaching and studying Bhagavad-gita?

One who explains this supreme secret to the devotees of Krsna will certainly rise to pure devotional service and will certainly return to the Lord in the end. And one who hears Bhagavad-gita with faith and without envy is freed from the consequences of sinful activities and attains the planets where the righteous live.

4. Explain what is the relationship between the first and last verses of Bhagavad-gita (1.1 and 18.78).

Bhagavad-gita begins with the questions of Dhritarashtra. The king hoped for the victory of his sons. However, after explaining what was happening on the battlefield, Sanjaya told the king: "You are thinking of victory, but my opinion is that where Krishna and Arjuna are, there will certainly be abundance, victory, extraordinary strength and morality." Victory is assured to Arjuna's side, for Krishna was there.

Certification of blue-collar professions has been quite well developed - these are tariff and qualification exams and the assignment of regular grades / rates. The greatest difficulties are caused by the assessment of managers and specialists. According to various sources, more than half domestic enterprises this procedure is not carried out at all, somewhere it is formal in nature, and only a few can boast of a well-functioning certification policy. In the meantime, performance appraisal can be a powerful tool for stimulating staff development.

The main one is that traditional methods are extremely cumbersome, time consuming and ineffective. Attestation commissionsthat are created at some enterprises do not justify themselves due to the large share of subjectivity in the assessments: the attested are represented by their manager, who, as a rule, gives his subordinates the most flattering characteristic, as a result of which the members of the commission cannot objectively evaluate the employees of other departments. Naturally, the results of such attestations do not meet the requirements of modern enterprises.
In recent decades in the West, and for some time now in domestic business, a special method of assessing the business and personal qualities of personnel has gained popularity - "Attestation 360 °".

Let's note its main advantages:

ease of organization and execution;
practically does not distract staff from work;
does not require the formation of certification commissions;
covers all the main aspects of the life of the team;
not only measures the quality of employees, but also significantly affects their development.

The essence of "circular" certification is that the employee is assessed according to certain competencies-criteria by his environment (experts): manager, colleagues at work, subordinates. According to the same criteria, a specialist carries out a self-assessment, which is compared with the characteristics of experts.

Such a scheme assumes a triple feedback: from top to bottom - from the immediate manager, horizontally - from colleagues, and bottom-up - from subordinates. Unlike traditional attestation, with this approach the assessment is multilateral, the most complete and objective.
Let's dwell on the applied aspect of the method.

The “circular” and mass character of assessments minimizes the factor of subjectivity in assessments, multifactoriality allows obtaining an integral assessment of both an individual employee and the rating of specialists in a comparable group.

Thus, a kind of "photograph" of the opinions of others about business and personal qualities specialist.

For any company, the goals and objectives of personnel certification are approximately the same, namely:

to identify the level of qualifications of employees, their ability to assess the professionalism and quality of each other's work;
establish adequate levels of wages;
make informed decisions on personnel appointments and transfers;
motivate employees to achieve specific results and a certain level of quality of work;
develop a training program for employees, set goals and objectives for the next certification period;
establish status ratings, track the dynamics of their changes.

When preparing for certification, a high-quality selection of assessment criteria is very important (a list of what an employee must be able to do in order to fulfill his job duties). The basic assessment criteria (competencies) of a specialist, as a rule, cover the most important areas:

knowledge (general and special);
work performance skills;
the ability to master new types of activities (technologies, markets, customers);
personal qualities and characteristics of behavior.

Over time, the criteria may change slightly, if necessary - be replaced by others: you need to strive to ensure that ultimately they all correspond to the specifics of the activity and the requirements of the company.
Special attention should be paid to the fact that, on the one hand, not everyone is able to express constructive criticism without fear of offending a colleague, on the other hand, few can adequately perceive it. Therefore, the most important factor in the high objectivity of attestation is the anonymity of assessments and the confidentiality of results, which is achieved by questioning. After computer processing of all questionnaires, the certification results with detailed assessments, integral characteristics, rating, etc. are handed over to the employee in a sealed form. In addition to him, only his immediate supervisor has access to the certification sheets. This allows one to assess each other's qualities without fear of reprisals and negative attitudes from the person being assessed.
The employees themselves, as a rule, show great interest in the results of the certification. It is important for them to compare the results obtained with the results of the previous certification, to analyze how their self-assessment differs from the assessment of the team. This will help everyone to identify their strengths and weaknesses, think over how to fix the shortcomings and achieve better results in the future.

Another significant difference of the "Attestation 360 °" methodology is the establishment of feedback between the head of the department and subordinates. Objective information about how employees, management, and clients evaluate the boss can become an incentive for his further personal and professional development. Moreover, participation in the certification of a direct supervisor on an equal basis with subordinates significantly increases interest and confidence in her.

Personnel officers using this methodology note significant differences in the assessments of what is assessed by managers, colleagues and subordinates, inadequate self-esteem, etc. The results of attestation open up a wide field of activity for the management and personnel officers for planning and implementing the company's personnel development programs.

ADVANTAGES CERTIFICATIONS "360 degrees"

"360 ° certification" is widely used; formation of a personnel reserve; choosing a specialist for vacant post; identifying the needs of personnel for training and analyzing its effectiveness; making plans professional growth specialists.

Advantages and advantages of the methodology in comparison with other methods (traditional, modern complex certification - for example, through the Assessment Center):
assessment of the person being certified (or a homogeneous functional group) based on individual criteria, combined with sincere assessments of colleagues, makes it possible to draw the most objective conclusion about the employee's compliance with the company's requirements;
comparison of self-esteem with the assessment of the team stimulates the employee to develop best qualities and the elimination of deficiencies identified by colleagues;
comparing the results of the current and previous certification, the manager can trace the dynamics of the specialist's development.

RECOMMENDATIONS FOR PREPARATION AND CARRYING OUT CERTIFICATIONS "360 degrees"

The experience of use in various companies allows us to formulate several general recommendations for organizing its preparation and certification:

1. It is recommended to include only those who have worked in the company for at least five to six months in the number of those being certified. Such a period is necessary for the employee to be able to objectively evaluate his colleagues and so that others can evaluate him.
2. In one group there should be no more than 20-25 people: in such a team, everyone is in close contact and has an idea of \u200b\u200beach other's work. In addition, the risk of getting many “blank” or random evaluations is reduced.
3. The group of experts for a complete and objective assessment should include at least 6–7 people (line and / or functional managers, colleagues and subordinates - at least two to three people).
4. On the eve of certification, all employees must be familiar with the rules of its conduct.
5. For each position, 10-12 of the most important out of 30-40 corporate evaluation criteria are selected, for example: work experience; professional knowledge; business relationship with a leader, colleagues, subordinates; labor discipline; independence in work; use of powers; labor intensity; conflict.

Similarly, special criteria are formed, taking into account professional features groups (for example, for managers - organizational and managerial skills; the ability to motivate subordinates, interact with the client).
6. It is not recommended to immediately link the results of the first attestation with administrative decisions - personnel transfers, changes in wages, etc.
7. We recommend planning the re-certification not earlier than in six months or a year, since the employee needs time to work on his shortcomings.
8. It is advisable to conduct a pilot (trial) certification in one typical unit in order to use the experience gained in ramified organizational structures.
Openness is critical corporate culture in a company, when each employee is tuned in to an objective and reasonable assessment of other employees and is used to counting on such an attitude from his colleagues.

Well-developed and clearly organized allows not only to assess the personnel potential of the enterprise with all the ensuing opportunities for its optimization, but also enables each certified employee to look at himself with a new look, to better assess his potential, to understand what he needs to improve, draw up or adjust a plan for your further professional development or clarify a career plan. Those. employee appraisal can be structured in such a way as to bring mutual benefit to both parties - both the organization conducting the appraisal and its employees.

What should be the questionnaire?

In the questionnaire, which is used in the framework of the "360 degrees" method, one should not only offer the experts, that is, those who will assess the employee, a scale for assessment, but explain what each wording means, otherwise experts with different experience will interpret the values \u200b\u200bof the scales for -different. For example, if in the questionnaire the questions are formulated as follows: “evaluate the management potential of Ivanov I.I. on a scale from 1 to 5 ”, then for an ordinary Russian employee the scale from 1 to 5 is a direct analogy with school grades, where 5 is excellent, 4 is good, 3 is satisfactory, and 2 is unsatisfactory. As you noticed, the scale turns from five to four. In addition, the values \u200b\u200bof the points as understood by the expert may differ from the values \u200b\u200blaid down by the assessors.
Many Western-oriented companies use a five-point scale to assess the business qualities of personnel with the following description:

5 - the level of mastery, allowing to show this quality in extremely difficult conditions, develop its standards and teach others;
4 - the level of extended experience, allowing you to show quality not only in standard, but also in difficult conditions;
3 - level basic experienceallowing you to show quality in most working situations;
2 - the level of development, when business quality is not always manifested, but the employee already understands the importance of its manifestation and is trying to develop it;
1 - the quality is not manifested.

In addition, by inviting experts to give a digital assessment of a person's qualities, we can judge how sympathetic he is to others and how effectively he is able to build his relationships with colleagues. This means that we will be able to assess the degree of team cohesion rather than the business qualities and competence of the test taker.
For example, the block of the questionnaire in which we invite experts to evaluate the employee's creativity should not look like this:

badly
below the average
moderately
above average
high

Before inviting an expert to assess the level of creativity, the organization should clarify what meaning is attached to this term, and what manifestations of creativity are unacceptable to it. That is, it makes sense to assess the quality of an employee not in general, but in relation to a given company. For example, if an organization encourages creativity in its employees, the relevant section of the survey might look like this:

never comes up with new proposals, rejects the proposals of others;
strives to adhere to proven approaches in his work, treats new ideas with caution, implements new methods only under pressure from management;
readily responds to suggestions from the management to think about new methods and technologies;
proactively proposes new approaches and solutions to the management;
always filled with many new ideas, uses every opportunity to offer a new solution;

Bring specific example, which in your opinion most fully characterizes the attitude of Ivanov I.I. to new ideas and approaches.

If the company does not care about the creativity of its employees, but its positive results, then this section of the questionnaire may look like this:

Mark the points that most accurately characterize the behavior of Ivanov I.I. at work:

does not come up with new proposals or his proposals often go to the detriment of the common cause;
his ideas and approaches can sometimes reduce some costs or avoid costs;
his proposals often bring tangible optimization of business processes, technologies, production processes;
his approaches and solutions increase the efficiency of the company;
his proposals significantly develop the company's business. Give a specific example that, in your opinion, most fully characterizes the contribution of Ivanov I.I. in a common cause.

It is very important that the 360-degree assessment questionnaire is based on a system of criteria that is universal for the organization. Only in this case, the information obtained as a result of the questionnaire can be compared with other already available data.

It is also desirable that the questionnaire should not only offer the experts a numerical assessment, but also contain instructions to choose a behavioral indicator and give an example. Ideally, the questionnaire should provide quality information, which can then be digitized by an automated system or HR evaluators. Thus, as a result, we can obtain two types of information - qualitative and quantitative. Qualitative information allows you to describe how an employee behaves at work, while quantitative information allows you to compare employees with each other.

If the assessment system is built in the company from scratch, then before the questioning, an even more difficult task will have to be solved - to create a competency model, a competency assessment scale, a description of behavioral indicators.

Questionnaire forms

The form of the assessment primarily depends on the objectives of the procedure. If the goal of the 360-degree assessment is, first of all, the collection of high-quality information about a small number of employees (up to a hundred people), then the questionnaire can be both on paper and on electronic media. The questionnaires are handed out, filled in and processed manually. In this case, as a rule, each assessed person can talk about the assessment results with experts.

If a large number of employees are assessed using the "360 degrees" method, then this process is usually automated (distribution, collection and processing of questionnaires is carried out using special automated systems). Employees are practically deprived of the opportunity to maintain feedback with information processors. As a rule, the respondent receives the results of his assessment in electronic form.

Automated 360-degree assessment systems are used when it is of paramount importance to collect quantitative data to compare employees against each other according to certain parameters (for example, when forming groups for training). Some automated systems themselves form recommendations for employee training, offer a list of references, electronic courses, a list of trainings. Such programs are offered by several companies, and they cost from several hundred to several tens of thousands of dollars.

360 Degree Assessment: Sample Questionnaire

The number of questions and the time for filling out the questionnaires are essential factors for the success of the method. If there are too many questions (more than 50) or they are difficult to understand, there is a risk of a formal attitude to the procedure, people will get tired of answering, which will lead to a decrease in the reliability of the results.

Let us dwell in more detail on the compilation of the questionnaire.

Statement questions

The correct wording of the assertion questions is of great importance (the questionnaire can also consist of closed questions, although it is the assertions that quite often represent a more universal and convenient form). They should cover the core competencies to be assessed. The more the quality is necessary for the company, the more questions about it should be included in the questionnaire. It is very important that they are clear and that they do not use complex or ambiguous terms.

An example of an unsuccessful question-statement: "Tolerant to the characteristics of other people" - not all respondents may know this term. Another example: "In a conflict, inclined to compromise solutions." The answer depends on how the person understands the compromise strategy. Perhaps he perceives it at an everyday level as a desire to meet others halfway or considers it not the most successful, because he prefers cooperation (especially if he has successfully completed the conflict management training). As a result, the estimate will not be entirely reliable.

When composing assertion questions, in most cases, one should not use formulations that suggest extremes in answers ("always appears", "never appears"), since then they cannot be both honest, objective and unambiguous. For instance:

"Never and in any form criticizes the decisions of the management and the strategy of the company";

"I am always ready to sacrifice my own interests for the sake of common interests";

"Always takes initiative, makes rationalization proposals";

"Never gets annoyed, does not show negative emotions."

Thus, when formulating assertion questions, it is recommended to adhere to the following rules:

avoid complex terms and ambiguity;
use words that everyone understands;
avoid extremes (an exception is checking the sincerity and objectivity of the respondents).

Rating scale

It is definitely worth avoiding a 5-point scale, since this leads to the manifestation of school-student stereotypes: 3 is bad, and 5 is good. It is impossible in a short time to truly believe that 3 is normal (not perfect, but meets the requirements), and 5 is excellent (this rating is extremely rare). Therefore, it is recommended to move away from scores to descriptive characteristics altogether. In addition, it is worth using a scale in which there are no more than 6 points, since with a large number of them, the respondent may get confused.

Along with the rating scale, there should also be a column "I have no information", since not all employees have the opportunity to see the manifestation of a colleague of absolutely all competencies. Accordingly, when determining the average score, the number of grades actually taken into account decreases.

A scale that includes extreme options ("always" and "never") increases the validity (reliability) of the answers.

Ensuring the accuracy of responses

Sincerity scale

It is recommended to include several question-statements in the questionnaire, which do not imply "extreme" wording of the answers. They help to determine the sincerity of the research participants. For example, it is impossible to give unambiguous polar estimates in the case of the following statements:

“Doesn't make mistakes even in small details”;

“He is never addicted to people, always avoids personal likes and dislikes”;

"He unambiguously positively perceives any decisions of the management, etc."

If the assessor gives an "extreme" answer to these questions-statements, this indicates either his insincerity (as a rule, overestimating the ratings out of the best intentions, for example, out of sympathy for a colleague), or a formal approach to the questionnaire.

When such an answer occurs 1-2 times, it is worth lowering the estimated score by 1 unit, but if there are many such options, then this questionnaire should be excluded from general analysis, since the reliability of the results is questionable.

Reverse questions

Some people tend to choose predominantly the same answers for their assessment. More often than not, this is not an average version of the assessment ("appears in about half of the cases"), but a stable choice of answers like "always appears" or "appears in most cases." Having chosen this approach, the employee does not really think about the questions and answers formally. To avoid this will help the inclusion of questions in the questionnaire, the best answer to which is “He never shows”.

It is worth warning employees about the presence of such “shape-shifters”, and this will increase the likelihood of correct answers.

Double questions

These questions allow evaluations to be analyzed for objectivity and reliability and to exclude those that do not meet these criteria. The bottom line is that two or three questions have different wording, but the content is absolutely identical (it is important that they are not located side by side). An example of such a take:

“He knows how to manage conflicts from a position of cooperation, that is, in such a way that all parties are in the maximum gain”;

"In a conflict, he usually does not seek to drag the situation towards his interests."

There is another type of question of this type - related questions. Not being full duplicates, they assume a gap in the answers by no more than 1 point, otherwise the result is assessed as low-confidence.

Decisions based on survey results
It should be borne in mind that the 360-degree assessment is in any case subjective, so it should not be considered as a tool for making administrative decisions - rewards, punishments, promotions, etc. In addition, if employees learn about such consequences of the assessment, then the answers will be either overestimated due to unwillingness to "substitute" colleagues, or underestimated in order to settle scores. In most foreign companies, where this practice came from, the 360-degree questionnaire serves as a tool for employee self-development or (less often) as a subject of joint analysis with his manager.

Based on the results of the assessment, it is necessary to identify the zones:

A - overestimated self-esteem in comparison with the assessment of others;

B - low self-esteem in comparison with the assessment of others;

B - high and low marks;

D - differences in the assessment of the same competencies among assessors of different levels.

In cases A and B, the reason for the discrepancy should be ascertained from colleagues and supervisors. The likely conclusion is that a person cannot see himself from the outside. He should definitely initiate receiving feedback from others more often, compare his behavior and those people who are considered as a standard, that is, have competencies that are significant for this company.
Situation B gives the most complete picture of the employee's strengths and weaknesses. A big plus in this case is that a person can see himself from the outside, understand how others react to him.

Section D is very important for analysis both by the assessed person and by his manager. It is worth clearly identifying the reason for the discrepancies and adjusting your behavior in the course of communication at those levels to which the employees who gave low marks belong. A manager, if his opinion differs significantly from the ratings given by peers or subordinates, needs to be more attentive to the employee's behavior: focus on the merits (if the boss's rating was lower than the others) or learn to identify socially desirable behavior (if the rating is higher).

Here is an example of a questionnaire that was used in one of the companies (you should not consider it as a universal one, suitable for any organization). Try to test yourself and highlight:

competencies that are checked by this questionnaire;
questions related to the sincerity scale;
flip-flop questions;
questions (there can be 2 or more of them), the discrepancy in the answers to which should not be more than 1 point (example of duplicate questions).

360 Degree Questionnaire (Example)

Instructions for survey participants
Dear employee!
This survey will help your colleague (assessed) to better understand their strengths and weaknesses, to see the potential for further growth and development. No reward or punishment will be taken based on the research findings. We guarantee anonymity and confidentiality. In this regard, we ask you to give the most truthful, frank and thoughtful answers. If, by the nature of your interaction with this person, you do not see the manifestation of some aspects of behavior and cannot judge how he manifests himself in the situations described, please choose the answer: "I have no information." In addition, some of the questions assume the quality better option the answer is "He always manifests," and some - "He never manifests." Be careful! There are also several questions, the answers to which will allow us to assess the reliability of the result; in case of low reliability, the questionnaire will have to be filled out again, which is undesirable.
The survey takes an average of 30 to 45 minutes. We recommend that you fill out the questionnaire immediately from start to finish, without distraction. This can save you time and improve the reliability of your results. You can be of significant help to a colleague in understanding their strengths and weaknesses and planning further development and growth. Thank you for your sincere answers!

№	Question	Answers *
№	Question	1	2	3	4	5	6
1	Able to make and defend unpopular decisions when necessary
2	In case of problems with the client, he solves them independently, strives to do it as quickly as possible
3	Understands that the performance of subordinates depends on their leader, seeks to correct the situation and prevent its occurrence in the future
4	When justifying the decision, it considers both the pros and cons, correctly calculates the resources
5	Upgrades qualifications only when suggested by management or the HR department
6	When setting priorities, he takes into account what is fundamentally important for the business and difficult to perform, therefore he strives to do such work himself, and delegates the rest to subordinates
7	When problems arise, he strives to overcome them on his own, finds several solutions, knows how to justify the pros and cons of each of them
8	In case of prolonged stress, is able to maintain good mental shape
9	If a problem arises, then first of all, he carefully analyzes the causes and finds those responsible for their elimination.
10	Colleagues and subordinates often turn to the employee for advice and help, they feel psychologically comfortable with him
11	In case of problems with a client due to the fault of other people or departments, it immediately redirects him to the culprit of the problem
12	In difficult situations, easily irritated, can be harsh in communication
13	Seeks to receive the most complete information about the market, related areas and effectively uses this data
14	Knows how to act effectively in conditions of uncertainty
15	Doesn't make mistakes even in small details
16	Positively characterizes the company and its values \u200b\u200bin conversations with other people
17	Knows how to admit his mistakes and take responsibility for them
18	Never gets annoyed, doesn't show negative emotions
19	Tries to find the same interests and common language with colleagues in solving joint problems
20	Recognizes his responsibility for the result
21	Demonstrates a desire to solve the client's problems, takes responsibility in difficult situations
22	Never and in any form criticizes management decisions and company strategies
23	Does not welcome changes, prefers proven solutions confirmed by long-term experience
24	I am always ready to sacrifice my interests for the sake of common
25	In a stressful situation, he is not lost, he seeks and finds solutions
26	If problems with the client arose due to the wrong actions of subordinates, he tries to involve them in the solution, to teach how to avoid such situations in the future
27	Proactive, pre-adjusts the work of his department to change the company's strategies
28	Sees the relationship and interdependence of different departments and functions in the organization, understands its interests in general
29	Knows how to analyze opportunities, risks, as well as calculate and plan resources
30	He never seeks to pull the situation in the direction of his interests in a conflict
31	Motivates people based on their results
32	Believes that employees must be professionals and act clearly within the framework of their duties, otherwise people must be separated
33	Never addicted to people, always knows how to avoid personal likes and dislikes
34	Knows how to determine and take into account the individuality of a subordinate in interaction and motivation
35	Differs in a systematic approach, sees the interests of the organization as a whole and divisions in particular
36	Performs mainly control functions, believes that censure and punishment are the most effective methods work with people
37	Charismatic, uses the strength of his personality to motivate subordinates
38	Subordinates are progressing noticeably from the moment this person joins the company
39	Forms the staff in advance, correctly determines the need for employees
40	Confident to motivate staff, correctly chooses the ratio of encouragement and censure
41	Knows how to manage a conflict from a position of cooperation, i.e. so that all parties get the maximum benefit
42	Organizes training and coaching of its employees, develops people
43	Knows how to concentrate on the task, attentive to the little things
44	Knows the external environment of the organization, competitors
45	Defends his position, if he considers the interlocutor's opinion incorrect, tries to shorten the conversation
46	Shows initiative when the process really needs improvement
47	In behavior and decision-making takes into account the values \u200b\u200bof the company and its interests
48	Always shows initiative, makes rationalization proposals
49	Takes into account the interests of exclusively its subdivision, competes for resources
50	Seeks to solve the problem as quickly and efficiently as possible, and not always independently, but with the involvement of experts (if necessary)

* Answers:

- I have no information;
- always appears;
- manifests itself in most cases;
- appears in about half of the cases;
- appears rarely;
- never manifests itself.

Answers to the questionnaire (decoding of types of questions and competencies)

Reverse scaling questions: 2, 3, 8, 14, 19, 20, 36, 37, 46, 49. If the answers to the rest of the questions are at the 4–5 level, then to questions of this type the answers should be rated at 1–2 points. If the answers to the questions with inverse scaling correspond to the level 4-5 in two or more cases, then their reliability is considered as low.
Unambiguously positive answers to questions 6, 15, 16, 30, 33, 41, 50 indicate a high degree of probability that they are socially desirable. If there are more than two such answers, it is recommended not to count the results, but to suggest filling out the questionnaire again.
Groups of questions, the scores for the answers to which should have a discrepancy of no more than 1 point (two or more discrepancies allow us to consider the validity as low): 10-12, 18-22-25, 34-38-40-41, 39-45 , 43–44.

Distribution of questions by competency groups

Compliance corporate values (questions 1-29, 43-50)

Customer focus - 11, 21, 26.
Loyalty to the company, patriotism - 16, 22, 47.
Result orientation, responsibility for it - 17, 20, 24, 49, 50.
Initiative - 23, 46, 48.
Adaptability, openness to new things - 27.
Independence and decision-making skills - 14, 29.
Understanding the business environment - 13, 19, 28, 44.
Resistance to procedures and detailed work - 15, 43.
Resistance to stress - 25.
The desire for communication and communication skills with people in the company - 12, 18, 19, 45.

Management skills (questions 26-42)

Control current work - 30, 35, 41.
Team management - 28, 33, 34.
Planning - 27, 29, 39.
Training - 26, 32, 34, 38, 42.

Motivation - 31, 33, 34, 36, 37, 40.

With full or partial use of materials, a link to the site is required

In general, about five hundred higher educational institutions and twice as many branches were evaluated in Russia. There were several evaluation criteria:
- average USE score of applicants;
- calculation of scientific and design work per employee;
- the share of foreign students in the total number of graduates;
- income of the university from all sources and the area of \u200b\u200beducational and laboratory classrooms per student.
If the “examinee” in one of the five indicators was below the threshold determined by the Ministry of Education and Science, then it was recognized as ineffective.

"We evaluate ourselves according to the same criteria"
Such "generators" of scientific thought, as the Radio Engineering and Medical Universities of Ryazan, are among the favorites. RGRTU Rector Viktor Gurov basically agrees with the selection criteria:
“We ourselves evaluate it within our university by practically the same parameters as in the ministry,” says Viktor Sergeevich. - 10 years ago, the concept of development of higher educational institutions was spelled out, and I was not surprised by today's assessment criteria. The only thing with which I disagree is that agricultural universities are assessed in the same way as others. They must be supported by the state, because they carry a significant social function. After all, their graduates must return to the countryside - this very criterion must be taken into account.
It was not by chance that the rector "radical" focused his attention on agricultural universities. After all, the Ryazan Agro-Technological University in the same "table of ranks" is recognized as ineffective.

"There is no support, but the requirements are increased"
For obvious reasons, the leadership of the RGATU refrained from commenting, but the teachers did not remain silent, however, on condition of anonymity.
“I don't quite agree with this definition of inefficiency,” says Ruslana, Ph.D., a graduate of the Ryazan Agricultural Institute. - I don’t want to praise my university, I’ll say one thing: it’s a shame that the state does not support us. We do not see normal funding from the Ministry of Agriculture (and in this matter we refer specifically to this Ministry, and not to the Ministry of Education and Science, like others). The salaries of teachers are lower than in other universities in Ryazan, by three to five thousand, student scholarships - respectively. Therefore, in order to survive, you have to work on several jobs. And this, you know, is not normal for a scientist. Rumors about the reorganization have been circulating for two years, I think that now they will become reality ...

The fate of another Ryazan university will be decided in the last autumn month. In the list of "ineffective" - \u200b\u200ba relatively recently reorganized from the state pedagogical university - Yesenin RSU. The 2005 reform, when the Russian State University was made from "ped", had and still have both supporters and those who are skeptical of innovations.

One of them, Aleksey Gryaznov, a graduate of 2004, graduated from Physics and Mathematics with honors, worked for two years in a rural school, now holds a high position in the capital:
- I was just graduating from the pedagogical university when the reorganization was going on, - says Alexey. - We wondered what diploma we would receive. RSPU graduated not only teachers, it graduated scientists. If you continue to study in graduate school, you are already a scientist with a teacher's diploma. There were many young people at the university. Our course was taught by Associate Professor Retyunskikh: "science is science" on the one hand, and on the other, she understood us, because she herself was recently a student. I am very glad that she led all five years: she knew everything well, could explain. There were no random people then ...

Three streams in one?
From 6 to 14 November, a group of specialists from Moscow will work in Ryazan, which will first decide whether to approve the list of “ineffective” universities or exclude certain ones from it. schools "On the basis of their particular importance for the development of a region or industry." This is exactly what the preamble to the research results says. And only then the interdepartmental commission will deliver the final verdict. This is the official point of view.

From sources that should be trusted, we learned that the merger of three universities: RGRTU, RGATU and RGU - will still happen. And the scientific "conglomerate" will be headed by the Radio Engineering University, and ... three financial streams will be combined into one. It should be noted that Education Minister Dmitry Livanov said that in the next three years it is planned to reduce universities by 20%, and the number of their branches by 30%. However, he said that during the reorganization, the interests of all students will be taken into account. True, it is not clear - will the opinion of the teachers be taken into account?

Details
A complete list of effective and ineffective universities and branches:

Effective:
Ryazan State Medical University named after Pavlov;
Ryazan State Radio Engineering University;
Ryazan Correspondence Institute (branch) of the Moscow state university culture and art;
Ryazan Institute (branch) Moscow State Open University. V. Chernomyrdin;
Ryazan branch of MESI.

Ineffective:
Ryazan State University named after Yesenin;
Ryazan State Agrotechnological University named after Kostychev;
Ryazan branch of the Moscow State University of Railways;
Branch of the Ivanovo State Textile Academy;
Branch of the Razumovsky Moscow State University of Technology and Management.

Pavel Averin

A solemn summing up of the results of the all-Russian project “RATINGS OF THE AUTO OF THE YEAR - 2018” took place in Moscow. For the gala evening in the fashionable WOW club, representatives of the press, participants of the "Auto of the Year" quest, heads of large companies, representatives of PR and marketing of automobile companies and autobloggers gathered.

According to the head of the project "Car of the Year in Russia" Vladimir Bezukladnikov, "Ratings" differ from the spring project "Auto of the Year Award" in that people from all over the country vote in them. They choose cars according to the same criteria as in life. The "premium" is selected according to the indicators of the producers. This year the voting was held in four nominations - "Workhorses", "Modern", "Family", "Reliable" cars.

LADA Largus took the first place in the category "Workhorses" by a large margin of almost 5000 votes. The second and third places were taken by HYUNDAI, SOLARIS and GAZ, GAZEL NEXT. Among the "Modern" leaders SUBARU, FORESTER. VOLVO, XC90 are on the 2nd place, and AUDI, A8 are on the 3rd place, respectively, by a small margin. The first three "Family" are divided among themselves at SKODA, KODIAQ, SUBARU, FORESTER, LADA, LARGUS. TOYOTA, LAND CRUISER PRADO remains the first among the most "Reliable", for many years now. Russians consider this car the most adapted to Russian roads. The second and third places are taken by SUBARU, FORESTER and TOYOTA, CAMRY. In general, in this category, TOYOTA products are ranked 5 out of the top ten.

One of the winners of the beauty SUBARU contest, FORESTER, was awarded to the winner of the "Auto of the Year" quest, which recently ended in Sochi. Captain Evgeny Kopytov, together with his team, successfully completed all tasks and deservedly received an award. In addition to car keys, the gift included a set of Continental VikingContact 7 premium tires and a supply of TOTAL Quartz engine oil. The rest of the team also received certificates for sets of tires as a gift.

Custom fields are designed to store information about tasks or resources that cannot be placed in a note field. Custom text boxes are useful for storing small pieces of information that don't require formatting, such as the result of a task.

It would seem, in what cases may the notes fail? The main advantage of notes is the ability to attach external files to tasks or use text formatting commands. Since these advanced features are not needed in order to simply indicate the result of work in text form without formatting, they should be left for the intended use.

The advantage of custom fields is that they make it easy to structure information about tasks or resources. For example, a project client wants to understand what specific work is done during the execution of tasks and what results are achieved after the completion of each task. It is inconvenient to use notes to store two types of information, since you cannot view the description of the work separately from the results. But if you create two custom fields, one of which will contain a description of the work, and the other - their result, you can structure the data and use them separately in the future. In this case, notes will be reserved for storing files and other additional accompanying information.

Creating custom fields

The "internal" MS Project tables include a set of fields that the user can customize at his discretion and place his data in them. These fields can be either resources or tasks and differ in the types of data they can store. You can work with custom fields in the Customize Fields dialog box, invoked either from the context menu of the table header, or by using the Tools\u003e Customize\u003e Fields menu command.

The dialog box for setting fields consists of two tabs. The first tab, Custom Fields, is where you work with custom fields (Figure 13.16, file 15.mpp).

Before you can customize a field, you must decide whether its content is a task or a resource, and then select the Task or Resource radio button. Then, in the Type drop-down list, you need to define the data type (Table 13.1) of this field.

Table 13.1. Custom field types in MS Project

Figure: 13.16. Field settings dialog box

Having selected the required data type (in our example, 15.mpp is text), you need to select a field, and then configure it and set a name for it, so that you do not forget later that such and such data is stored in a field, for example, Textl. To do this, use the Rename button, after clicking on which a dialog box for entering the field name opens. Let's say we want to specify the result of a task in a custom field. Let's name the field Result, and its name will appear in the list of fields next to the name of the Textl field.

This operation is sufficient to create a simple custom field. We'll look at the rest of this dialog box later when we set up other fields in our plan. You can now click OK to exit the dialog and try to get a feel for the usability of the custom fields.

Filling with data

There are two ways to fill in custom fields. The first, traditional for previous versions of MS Project, is to add a field to the table and edit the data in it in the same way as in the other fields. The second way you can edit custom field values, introduced only in MS Project 2002, is by using the Custom Fields tab in the task or resource details dialog box.

This tab lists all of the task-related custom fields that exist in the project (and a similar tab in the resource details dialog box contains the resource-related fields). The table in the center of the dialog box has two columns. The left column, Custom Field Name, is the name of the field, and the right column, Value, is its value for the current task. For example, in Fig. 13.17 (IS.mpp file) we edit the value of the Result field for the Collecting Proposals from Authors task. The result of the task execution will be a Suggestion file in editorial format.

Figure: 13.17. Populating a custom field value for a task

NOTE

In order for MS Project to "understand" that you want to use a custom field and display it in the dialog box, you must first rename this field.

As you can see in fig. 13.17, the WBS (WBS) field is also in the configurable list. This happened because we changed its settings. If you do not customize the structure of task codes, then this field will not be listed in the list of custom ones.

Viewing content on a plan

You can display the contents of the fields in the table by adding the corresponding field to it, or directly on the Gantt chart, next to the tasks. To do this, in the line style settings dialog box, you need to edit the corresponding line types by adding the required field to the number of displayed data (for information on how to select fields to display next to the line segments, see the section "Setting the text information displayed next to the line segment"). In addition, you can use the text style formatting tools to highlight the values \u200b\u200bof these fields with a special font (see Formatting text styles).

For example, in the diagram in Fig. On 13.18 (file 18.mpp), we edited the type of segments Task (Task) and in the settings displayed next to the text segment added the Result field so that it was displayed below the segment. Then, in the text style formatting dialog box, we changed the font of the text displayed in the chart below the bars by adding an underline.

Figure: 13.18. The results of the tasks are displayed on the diagram next to the tasks

Create custom LOV fields

Often additional Information in custom fields is not unique for each task (as is the case with the Result field), but is repeated. For example, if a custom field contains information about the importance of achieving a result for the project, then the value of the field can be "High importance", "Medium" and "Low".

If a custom field can have a limited set of values, then there is no point in manually filling in the field for each task. It is much more convenient to create a list of possible values \u200b\u200band then, by editing a custom field for a task, select a value from the list.

To define a list of values \u200b\u200bfor a field, in the field setup dialog box (see Figure 13.16), after selecting a custom field from the list, select the radio button next to the Value List button in the Custom attributes section. At the same time, MS Project will warn you that when you configure the list for the value for the pse rapeseed field, the entered data may be lost, and if you are sure that you want to continue, then in the warning window you need to click OK.

The list of field values \u200b\u200bis specified in the Value List dialog box, which opens after clicking the button of the same name in the field settings dialog box. In fig. 13.19 in this dialog we set up the Result Importance text box (file 14.mpp).

Figure: 13.19. Entering a list of values \u200b\u200bfor a custom field

In the center of the dialog is a table with two columns: Value and Description. The first contains the possible values \u200b\u200bfor the custom field, and the second contains the descriptions. Descriptions will be displayed when you select a value from the list at the time the field is filled.

Sometimes it is convenient that when you create a new task (or a resource, if the custom field refers to resources) one value from the list is automatically substituted into the field. For example, if most of the project's tasks are of medium importance, then you can substitute the default value for Medium, and select other values \u200b\u200bfrom the list as needed.

To make one of the values \u200b\u200bthe default, select the Use a value from the list as a default entry for the field check box. After that, the Set Default button will become available, clicking on which turns the value highlighted in the table into the default value. After we assigned the Average value as the default, the row containing this value and the table became highlighted in color.

NOTE

The default will be set in the custom field only for new tasks or resources. If resources were added before the field was configured, then the field value for them will not be defined (will remain empty).

The Data entry options section defines the order in which the custom field is filled. If you select the Restrict fields to items in the value list check box, then when filling out the field, the selection will be limited to the existing list and you will not be able to enter arbitrary values. If you select the radio button Allow additional items to be entered into the field (Other elements are allowed in the field), then when filling out this field, you can either select items from the list, or enter arbitrary values.

If you want the arbitrary values \u200b\u200bentered in the field to be automatically added to the list of values \u200b\u200bfor the field, you must select the Append new entries to the value list check box. And in order for the program to ask for confirmation before adding a value to the list, you need to check the Prompt before adding new values \u200b\u200bcheckbox.

The data entry mode, in which the last two checkboxes are checked (as in Figure 13.19), is quite convenient, since it allows you to add new item into the list of values \u200b\u200bwithout going into the field settings dialog box. On the other hand, warnings can help you avoid accidentally adding a value.

The order in which the list items are displayed on selection is determined by the radio buttons in the lower section of the dialog box, Display order for dropdown list. Values \u200b\u200bcan be sorted by row number in the table if you select the By row number radio button, or alphabetically if you select the Sort ascending or Sort descending radio button. The first option is the most convenient, since it allows you to customize the order of records in the table and arrange the values \u200b\u200baccording to the expected frequency of their use.

Using formulas

Sometimes the values \u200b\u200bof custom fields can be filled in automatically using formulas. For example, if you know how long it takes to edit 1 page of text on average, then by specifying the number of pages in an article, you can use a formula to calculate the total duration of a task to edit an article.

To enter a formula in a custom field, in the field setup dialog box (see Figure 13.16), select a custom field from the list, and then in the Custom attributes section, select the radio button next to the Formula button. MS Project will warn you that when setting up a formula for a field, all previously entered data may be lost, and if you are sure that you want to continue, then in the warning window, click OK.

To edit the formula, you need to click the Formula button, after which the MS Project formula editor will be loaded (Fig. 13.20, file IS.mpp). The editor consists of a formula editing area and a set of buttons, by clicking on which you can enter formula fragments. The formula can be completely typed by hand, or can be entered by pressing the buttons.

Figure: 13.20. MS Project Formula Editor

You can use operations on other fields in MS Project in the formula. For example, in order to determine the total editing time for an article, you need to multiply the number of pages in the article by the time you edit one page. In our project (IS.mpp), we renamed the custom field Duration1 to Page Editing Time, and the Numberl field to Number of Pages in Article. So, to determine the value of the Duration2 field, or the Total editing time of the article, you need to multiply the Durationl field value by Number1. In the formula, as we can see in the figure, the field names (as in filters) must be enclosed in square brackets.

You can use the Field button to insert a field name into a formula, or the Function button to insert one of the dozens of available functions. In addition, you can use the Import Formula button to insert a formula into a field from another field in any of your open projects.

In fig. 13.21 (file IS.mpp) you can see how the settings we made are working. After filling in the Number of pages in article and Page editing time fields, the Total article editing time field is recalculated.

Figure: 13.21. Calculation with formulas works

However, the current scoring mode has one drawback: the duration calculated for each task does not add up for the phase. This means that we cannot automatically determine its duration. For a custom field to automatically recalculate values \u200b\u200bfor summary tasks, you need to customize it in a special way.

Custom fields and summary tasks

You can determine how the custom field data will be displayed for summary tasks in the field settings dialog box, in the Calculation for task and group summary rows section, by selecting the required field in the list (Figure 13.22, file 16 .mpr).

Figure: 13.22. Set up calculations for summary tasks. The content of the dropdown list depends on the type of the selected field

The section contains three radio buttons: None, Rollup and Use formula. If you select the former, the custom field data will be calculated only for common tasks, not for summary tasks. The second radio button allows you to calculate the custom field value for summary tasks using one of the operations provided in the drop-down list. The composition of this list varies depending on the types of fields (Table 13.2), in addition, you cannot collapse data for text fields.

Operation name	Custom field types	Description
And (And)	Flag	Logical AND. If all nested lines in this field have the value Yes, then the result of the operation is also Yes. If at least one of the lines in this field contains the value No, then the result of the logical operation will be No
OR (OR)	Flag	Logical OR. If at least one of the rows contains the value Yes in this field, then the flattening operation will also give Yes
Average		The flattening will be the average over all the values \u200b\u200bof the nested non-sum series
Average First Sublevel	Cost, Duration, Number	The convergence will be the average over all values \u200b\u200bof the nested non-sum series and over all values \u200b\u200bof the nested total series of the first level
Count All	Number	All total and non-total series will be added during the mixing
Count First Sublevel	Number	When flattening, the total series of the first level and all nested non-total series will be added
Count Nonsummaries	Number	All non-cumulative tasks will be added during the mixing.
Maximum		The result of the flattening will be the maximum value among all values \u200b\u200bbelow
Minimum	Cost, Duration, Number, Start, Finish	The result of the mixing will be the minimum value among all values \u200b\u200bbelow
Sum (Sum)	Cost, Duration, Number	The result of the mixing will be the sum of all values \u200b\u200bbelow

Table 13.2. Operations for Rolling Data in Summary Tasks

When a formula is used to calculate the custom field, a third radio button is available, Use formula. Selecting it uses the same formula for calculating custom field values \u200b\u200bfor summary tasks as for normal tasks. In our case (file 16.mpp), it is more convenient to use the addition operation of custom field values \u200b\u200bfor tasks than a formula. After all, our formula uses the values \u200b\u200bof other fields when calculating, which means that for them you also need to configure the parameters for determining the value for summary tasks. If this is not done, then the values \u200b\u200bof these fields for summary tasks will always be zero and the result of our formula will also be zero.

In fig. 13.23 shows a table from file 16.mpp with calculations of the total duration of article editing after we have configured the summation of values \u200b\u200bfor the phases in the Total article editing time field. Now the values \u200b\u200bin it are summed, but in the other custom fields they are still not.

Figure: 13.23. Now the total editing time of articles is summed up

The duration we calculated is actually the amount of effort required to complete the editing work. However, this data cannot be automatically entered into the project plan, that is, in the Work field of the corresponding tasks, since this field is not customizable and you cannot enter formulas in it. Therefore, we can only place the data we received in this field manually.

The model, in which data is calculated in one field automatically when other fields are changed, and then must be manually transferred to the project plan, is fraught with one danger: you can accidentally forget to enter labor data in the project plan. In this case, the planned workload of the task will be incorrect, which means that the project plan as a whole will be inaccurate. To ensure that the workload of the task always matches the data in the custom field Total editing time for an article, we will use indicators.

Using indicators

MS Project contains the ability to display not data, but color indicators in a custom field. The indicator color depends on the fulfillment or non-fulfillment of a logical condition. For example, in our case (file 17.mpp), you can create the Updated field and configure it so that if the data in the Total editing time of the article is equal to the data in the Work field, then it displays a green indicator, and if not equal - then red.

In principle, such an indicator can also be displayed in the General article editing time field itself, but we will create an Updated field of type Flag (Flag) to demonstrate how to work with fields of this type.

In the field definition dialog box, rename the Flagl field to Updated, and then open the formula setup dialog for it. Let's enter the formula \u003d ([Duration2] \u003d [Labor costs]). Flag fields can only contain Yes or No, and if the formula condition is met (that is, the total article editing time is equal to the work), then the field will contain Yes, and if the condition is not met, No ( No).

Now you need to customize the display of indicators. To do this, in the Values \u200b\u200bto display section of the Field Setup dialog box (see Figure 13.16), select the radio button next to the Graphical Indicators button. Then, to configure the indicators, press this button. In the window that opens (Fig. 13.24, file 17.mpp), you need to configure the criteria for displaying indicators for different tasks.

Figure: 13.24. Dialog box for setting the display of indicators

At the top of the dialog box, you need to select the radio button corresponding to the type of tasks for which the criteria for displaying indicators are configured: Nonsummary rows, Summary rows, or Project summary. At the same time, for each type, you can customize your criteria for displaying the indicator.

To display indicators for summary tasks according to the same criteria as for regular tasks, you need to select the Summary rows inherit criteria from nonsummary rows checkbox. And in order for the summary task of the project to use the same criteria as the summary tasks, you need to select the Project summary inherits criteria from summary rows checkbox (The summary task of the project inherits conditions from summary rows). If both checkboxes are checked, then by configuring the settings for common tasks, you thereby determine the display options for all other tasks in the project. Indicator display parameters are configured in the table in the center of the dialog box.

The table contains three columns: Test for, Values, and Image. In the first column from the list, a condition is selected to which the value in the second column must match. The list of conditions coincides with the one that we used when creating filters in lesson 4 "Sorting, grouping and filtering data in tables" (see Table 4.1).

You can use specific values, such as Yes or No, as in our case, or you can select the value of any of the fields. In the last field from the list, a picture is selected to be used as an indicator if the condition described in the first two fields is met. So, in our case, if the field value is Yes, a green indicator should be displayed, and if it is No, a red indicator.

The field value checks are performed in turn from top to bottom, and when the condition is first matched, the indicator that will be displayed is selected. To move conditions up and down the list, use the arrow buttons located to the side of the list.

Sometimes you want to view the field values \u200b\u200bhidden "under" the indicator. If you check the Show data values \u200b\u200bin ToolTips checkbox, the data will be displayed when you hover the mouse over the indicator.

The result of setting indicators for the Updated field is shown in Fig. 13.25 (file 17.mpp). As we can see, if the data in the field Total editing time of the article is not equal to the workload of the task, the field contains a red indicator, and if they are equal - green.

Figure: 13.25. Indicator setting result

However, the figure also shows a discrepancy - the labor costs in the summary task are 40 hours (5 days), and the total editing time for articles calculated using the formula is three. However, the field displays a green indicator. What's the matter?

If we place the cursor on a cell with an indicator in the line of a regular task, we will see that the field cannot be edited (since its value is calculated by the formula), and if we position the cursor on the line of the summary task, we will see that the cell can be edited. That is, when setting up a formula for the Updated field, we forgot to define a formula for calculating the value for summary tasks.

Let's go to the field settings dialog box and select the data summarization operation for the Updated field (similar to Fig. 13.22). Since this is a Flag type field, the set of operations (according to Table 13.2) will not be the same as for a Duration type field. Among them, the And operation suits us: if all ordinary tasks inside the total have the Yes value, then the total value will be the same. And if among the common tasks there is at least one field with the value No, then the value in the summary task field will also be No. This is exactly what we need: if the labor costs of at least one of the usual tasks are not updated and do not correspond to the calculations by the formula, then the labor costs of the summary task are also not correct. Now the summary task indicator will be green only when the indicators of all tasks nested in it are also green. In fig. 13.26 shows the results of these settings (IS.mpp). We copied the summary task and its nested tasks to demonstrate how the union works for the Flag field. In the first case, when among the nested tasks of the phase there is one with a red indicator, the phase indicator is also red. In the second case, when all the indicators of the nested tasks are green, the indicator for the phase is also green.

Figure: 13.26. Setting up indicators with merging values \u200b\u200bfor summary tasks

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