Major Projects Support Officer: Fill & Download for Free

I can’t imagine what you are referring to.As far as I can tell, if the efforts to kick Biden’s presumptuous ass out of the president-elect seat don’t succeed, MAGA will continue, just as it wil if we succeed.Trump has indicated a willingness to run for office in 2024; even if he personally doesn’t run, he will definitely be the Kingmaker.And in the next four years, there are two major projects the GOP has to focus on:Winning the House again, while keeping or increasing our lead in the Senate.Making our elections fair again, whatever the cost.I would expect for Trump to continue to have rallies once or twice a month, in various parts of the country. He can disparage the socialist efforts of the Biden/Harris administration, introduce new Republican fighters, and raise money for them, and continue to reinforce the dems election heist and our need to fix it again.MAGA can continue to influence and encourage Trump supporters and gain new adherents as the dems lose them. We can raise money for Trump and other candidates and support our chosen causes and use our numbers to oppose virtually any and everything the dems try.An out-of-office competitor, especially if he was unfairly ousted, can be a powerful enemy. And there are 80 million of us standing with him.

Well, I was a CEO of a £5bn turnover, 25,000 person quoted company for 10 years. As with every new job, I kept a timesheet for the first year to check that my activities matched my priorities.In summary, I spent about one quarter of my time on strategy — thinking, researching, consulting, defining and communicating the future for the company. The structures I used for this were unremarkable — where to compete, how to compete and what strengths to develop (particularly people and culture) — because I felt our effectiveness in implementing all that stuff was much more important than any particular framework or methodology.I spent a quarter of my time supervising performance and risks - normal and regular business reviews, major project reviews and dealing with the inevitable crises and unexpected events. Over time, this proportion fell, because after 18 months or so I'd established a wonderful team of people who did this stuff much better than me.I spent another quarter dealing with building the strength of our people - evangelising (and hopefully personally demonstrating) our culture, recruiting, taking the temperature of the mood of the people, consulting with my HR Director (my closest executive team member), succession planning, presenting to groups at every level on development programmes, and thinking and researching what made people in our business effective and successful (most important conclusion; be clear what you expect of people, equip them, and then bugger off out of their way - very important message for policy loving central functions). This time proportion grew, justifiably.The remaining quarter was split more or less evenly between dealing with important stakeholders - mainly shareholders, but also government, key suppliers etc - and non-productive guff . Clearly, any person at work wants to avoid time wasters, but CEOs are probably afflicted by more than most by people who want to come and sell their latest idea, from investment bankers to industry lobbying groups.I did OK as a CEO, and I'm sure there are many, many better than me, but here's a few reflections (also informed by my working directly for, and networking amongst CEOs for the last 25 years):I didn't want to be a CEO. The people who have a burning ambition to get there, excluding founders, are probably not suited to the role. This is the tragical paradox of the agency management model;Yes, it's true - it's lonely and everything is your fault;If you do your job properly you will work every waking hour, and need to be disciplined about keeping your body and mind healthy;You should aim to have a clear desk - seriously. You are the only person in the organisation with the heavy responsibility to ensure the long term survival of the enterprise. You can't think about that with a full email inbox and a desk covered with papers. I was obsessive about clearing my inbox to zero each night, mainly by ignoring or giving one word answers to people who were seeking cover (people learn and it stops after a while). As CEO, if you don't respond instantaneously, you can actually stop the organisation getting on and doing things. On the other hand;Be very, very accessible. Wander around purposefully. You'll pick up what's really going on, what people are really worried about, and then you can add value to the decisions your people are grappling with;Sack high performers who are a pain in the arse - again, seriously. The profits they make is usually dwarfed by the profits foregone by the waste of energy of everyone else being disrupted and demoralised by their bad behaviours;Look outward. The prison of an email inbox forces attention in an internal direction. Take your team on study tours. Look at parallel sectors. Talk to innovators in colleges. Read, read and read again (hooray for the iPad);Be very sensitive of your symbolic behaviour, because people notice and ape your behaviour. Be nice, Smile. Say hello to people (they are making the money to pay your wages). Show people that the front line is the most important, not the head offices or support centres or whatever name you give them. If your office environment isn't egalitarian, you're in the wrong century.Remember that on a daily basis you are probably the least important person in the organisation (most CEOs get this wrong). The person serving a customer is the most important. Believe me, it takes constant concentration to remain humble when everyone is laughing at your jokes, and;Even though your jokes probably aren't that funny, it is your absolute priority to make working life rewarding for everyone that works in the organisation. Make it a happy, vibrant place. When your CFO delivers you an excellent piece of analysis, go to the whole FP&A team after you've appreciated it and thank them;Your success will be measured by growth and development after you've gone. If it tails off after you leave, you have been a terrible CEO. That's why you have to think about your own succession from the first day you were appointed;You are not defined by your job. You will go, and be forgotten, and seeking a legacy is a fool's errand

Ex-Air Marshall Sohail Amman in 2017 shocked everyone by announcing that PAF will look to develop a FGFA that too by investing indigenously. It was named Project Azm (determination) and according to recent reports initial stage research has already started in some universities and their research campuses. A new knowledge city is planned in KAMRA and is under construction.Shenyang FC-31 or J-31 a possible export stealth fighter which Pakistan can jointly develop with AVIC.According to recent reports FC-31 will have a redesign to improve stealth capabilities.One of new designs with a change in vertical stabilisers more close to F-35. This is one possibility but reports are saying it will be a completely indigenous design.It an enormous task and colossal amount of money will be required for R&D. I am still sceptical about the feasibility of project. Pakistan Aeronautical Complex (PAC) has acquired alot of experience with production of JF-17 Thunder with collaboration of Chengdu Aeronautical Complex (CAC) of China. There still a huge gap between developing a 4th Generation aircraft and a true 5th Generation fighter that too indigenously.development of [the] FGFA would be a major national programme that would entail a massive amount of work, not all of which may possibly be carried out within PAC or even within Pakistan."Such large-scale development requires synergetic efforts from a number of industrial (public and private) and academic organisations to fulfill the enormous task," it added.In order to "manage an engineering development programme of this magnitude", effective technical, engineering, and project management processes need to be established, PAC said.PAC also outlined several specialist project teams that it will establish in collaboration with other national agencies as part of the Aviation City initiative.These include an engineering management and support office, an Aviation Design Institute, a Mission Electronics Design Institute, an Aero Structures Design Institute, an Advanced Technologies Centre, and a Flight Test Centre.PAC states that AvRID will collaborate with and leverage the capabilities of these various Aviation City agencies in undertaking Project AZM. "This [will] put together components of industry and academia to build a high-end research centre to enhance indigenisation capability.[1]Above excerpt is from Jane’s Weekly defence magazine which gave me more hope otherwise initial announcement was boxed as fully indigenous which would have been impossible for a country like Pakistan.Kamra Aviation CityPAC also outlined several specialist project teams that it will establish in collaboration with other national agencies as part of the Aviation City initiative.These include an engineering management and support office, an Aviation Design Institute, a Mission Electronics Design Institute, an Aero Structures Design Institute, an Advanced Technologies Centre, and a Flight Test Centre.[2]Air University, a part of Kamra Aviation City.Its a long term project where possible flight is expected by 2025–30.Mean time Chinese are experimenting with stealth coating on J-10CThis could also make a fleet of low radar observable aircrafts to give them more chance of survival. Same can be applied to few squadrons of JF-17 Thunder to give it more chance to survive against much more potent aircrafts like Rafale or Sukhois.Thanks for readingFootnotes[1] Pakistan outlines FGFA industrial aims[2] Pakistan collaborating with China on next-gen fighter