OpenLLM-France/wikimedia huggingface dataset:
# Development Cooperation Handbook/Designing and Managing Programmes/Program implementation or execution

Programmes are implemented through projects. In a sense the "projects" can be considered the "activities" of a programme. The difference is that the activities of a project are defined while the project is being planned. Projects are developed later, once the programme structure is decided. In a sense, implementing programmes is the same as implementing a series of projects. This will be the topic we tackle in the next chapter: Designing Executing and Evaluating Projects. But programme management besides the management of projects requires also the management of project integration and Support. Programme operations includes :
* Human Resources management
* Programme Partnership Management
* Managing and supporting project managers
* Integrating the different projects in the unitary programme framework (as set in the programme plan).

## Tools
##### Templates

Template: Programme Plan

##### Guidelines

Guideline: How to manage programmes for a learning organization that is projectized and employee empowering.

## See also

In other sections of this handbook Designing and Managing Projects How do we manage the human resources of programmes and projects? The 9 Topic Areas Of Project Management Knowledge
# Symmetrical English
### 4. Nxd4
## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1.c4 c5 2.Nf3 Nf6 3.d4 cxd4 4.Nxd4
| 4 | 5 |
| Nxd4 e6 | Nc3 Nc6 | = |
| ... e5 | Nb5 d5 | = |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
* Nunn's Chess Openings. 1999. John Nunn (Editor), Graham Burgess, John Emms, Joe Gallagher. ISBN 1-8574-4221-0.
* This Chess related article is a stub. Please assist Wikibooks by expanding it.
# Benko Gambit

Black offers the b5 pawn in return for a slight lead in development and a superior pawn structure. The main idea is that Black gets strong positional pressure against White's queenside, where they have two open files for his rooks (after ...a6), and an open diagonal for the fianchetto on g7. The pawn structure has lasting effect and often even if White enters the endgame up a pawn, they will find it hard to convert this advantage into a win. As theory has developed, however, it's become harder for Black to find lines with winning chances and with proper play white can usually weather the storm.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1. d4 Nf6 2. c4 c5 3. d5 b5
| 4 | 5 | 6 | 7 |
| cxb5 a6 | bxa6 Bxa6 | Nc3 d6 | Nf3 g6 | ∞ |
| Nf3 g6 | cxb5 a6 | Nc3 axb5 | e4 b4 | ∞ |
| a4 b4 | Nd2 g6 | e4 d6 | Ngf3 Bg7 | ∞ |
| Nd2 |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
# Modern Benoni

The Modern Benoni was an absolute favorite of counterattacking players in the 1980s and 1990s, and was popularized by Mikhail Tal in the 1950s, who dazzled the world with sparkling combinations, scintillating sacrifices, and miraculous counterattacks. In the Modern Benoni Black saddles themselves with a weak pawn on d6, but gets considerably more play than in the King's Indian because the long diagonal has been unblocked for their dark-square bishop. In addition, Black gains a mobile queenside majority that can be used in a powerful advance and consequent counterattack. Aided by a bishop on the long diagonal, plus a knight that often perches on the e5-outpost, this majority can often develop into a virulent attack on the queenside, quickly queening a pawn if White is not careful.
Today the main line runs 1. d4 Nf6 2. c4 c5 3. d5 e6 4. Nc3 exd5 5. cxd5 d6 6. Nf3 g6 7. h3, employing a plan of restriction. Kingside action by Black is very limited, and White intends to develop classically, securing a small but stable space advantage. Black often makes good use of the tempo spent on h3 to start immediate action on the right flank. Another classical opening is the Fianchetto Variation, 7.g3, in which White develops very simply and plays positionally.
The older main line runs 7. e4 Bg7 8. Be2 O-O 9. O-O. White develops their pieces classically yet ambitiously and looks to pressure Black's d6-weakness with the maneuvers Nf3-d2-c4 and Bc1-f4. Black has a variety of plans, including playing for ...a6 and a quick ...b5, ...Re8 to pressure e4, or playing ...Nb8-d7-e5, in conjunction with ...g6-g5 to secure e5 as an outpost square.
Two very dangerous options for White involve quickly mobilizing the f-pawn and playing for a rapid e4-e5 break in the center, which can become lethal if Black does not develop quickly. These can be sidestepped by the move-order 1. d4 Nf6 2. c4 e6 3. Nf3 and only now 3...c5, now that the f-pawn has been blocked. The first option, the Four Pawns Attack, which runs 1. d4 Nf6 2. c4 c5 3. d5 e6 4. Nc3 exd5 5. cxd5 d6 6. e4 g6 7. f4 Bg7 8. Nf3, can also be reached from the Four Pawns Attack in the King's Indian. Black seems to maintain a safe, active position. Much more difficult for Black is the Taimanov Attack, 8. Bb5+!. White's bishop check forces Black's pieces to get in the way of each other, and a quick e4-e5 results in all variations except the main line.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
'1. d4 Nf6 2. c4 c5 3. d5 e6'
| | 4 | 5 | 6 | 7 | 8 |
| Modern Benoni | Nc3 exd5 | cxd5 d6 | e4 g6 | Nf3 Bg7 | Be2 O-O | = |
| | Nf3 - | | | | | |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

de Firmian, Nick. Modern Chess Openings, 15th ed. Random House, New York: 2008.
# Symmetrical English
### 3...cxd4
## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1.c4 c5 2.Nf3 Nf6 3.d4 cxd4
| 4 | 5 |
| Nxd4 e6 | Nc3 Nc6 | = |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
* Nunn's Chess Openings. 1999. John Nunn (Editor), Graham Burgess, John Emms, Joe Gallagher. ISBN 1-8574-4221-0.
* This Chess related article is a stub. Please assist Wikibooks by expanding it.
# Benoni Defence

Here the most popular opening is the Modern Benoni: 3...e6. This will surrender some space to White, and invariably create a weakness on d6, but in return Black gets excellent play on central dark squares, a queenside majority, and use of e5. The Modern Benoni was a favorite of counterattacking players in the 1970s and 1980s, and World Champions Tal, Fischer, and Kasparov used it in their repertoire. Black's main ideas are to advance the queenside majority, create a support point on e5, and to pressure the queenside in general. White, meanwhile, is trying to effect e4-e5, target d6, kingside attack, and sometimes simply squashing Black with his extra space. The Modern Benoni, however, suffered a large defeat with the arrival of the Taimanov Variation, 4.Nc3 exd5 5.cxd5 d6 6.e4 g6 7.f4 Bg7 8.Bb5+!, which rendered the Benoni all but unplayable. Thus, most players will choose to play a different move-order to reach the Benoni, by going to the Nimzo-Indian first, 1.d4 Nf6 2.c4 e6, and if White plays 3.Nc3, then Black satisfies himself with 3...Bb4, but if White avoids this with 3.Nf3, then 3...c5 4.d5 exd5 5.cxd5 d6 6.Nc3 g6, and White will have to satisfy himself with either the old main line, 7.e4 Bg7 8.Be2, the current main line, 7.h3 Bg7 8.e4 O-O 9.Bd3, or the Fianchetto Variation, 7.g3 Bg7 8.Bg2.
The Benko or Volga Gambit was revived by Hungarian-American GM Pal Benko in the early 1970s (it enjoyed a brief period of popularity in the mid-1950s). This usually runs 3...b5 4.cxb5 a6. Black's development speeds up and obtains a more compact pawn structure: one pawn island vs. two. They also gain strong queenside pressure using a kingside fianchetto and his two open files on the queenside. This pressure may last into the endgame. However, today it is judged as +/= because Black has no tactical chances, and practice has shown that White can weather the storm, keeping his extra pawn. Alternatively, the Zaitsev line is very sharp and complicated, when White plays 5.Nc3 axb5 6.e4 b4 7.Nb5.
Alternatively, ...e5 and ...d6 are played together in order to close the center and keep it solid. The idea is to build up a solid wall that both players will have trouble breaking. The problem is that White has a huge space advantage and can play for pawn breaks on either side of the board.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1. d4 Nf6 2. c4 c5 3. d5
| | 3 | 4 | 5 | 6 | 7 |
| Modern Benoni | d5 e6 | Nc3 exd5 | cxd5 d6 | e4 g6 | f4 Bg7 | +/= |
| Benko Gambit | ... b5 | cxb5 a6 | bxa6 g6 | Nc3 Bxa6 | e4 Bxf1 | +/= |
| Czech Benoni | ... e5 | Nc3 d6 | e4 Be7 | Nf3 O-O | h3 Na6 | +/= |
| | ... d6 | | | | | |
| | ... g6 | | | | | |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
# Benko Gambit
### 5. ... Bxa6

The most common move. 5... g6 is more flexible. Here in case white continues b3 to oppose the black bishop on g7, black can't capture with the knight on a6 to pressurise d5.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1. d4 Nf6 2. c4 c5 3. d5 b5 4. cxb5 a6 5. bxa6 Bxa6
| 6 | 7 |
| g3 d6 | Bg2 g6 | b3! Bg7 | Bb2 0-0 | Nh3 Nbd7 | 0-0 | -+ |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
# Symmetrical English
### 3. Nf3

This line is often played to avoid the theoretical complications of the Benoni. If black plays cxd4, it resembles a Sicilian, where e4 is replaced with c4, and may transpose into Sicilians which allow a Maroczy Bind such as the Accelerated Dragon. Black may also play e6, allowing white to transpose back into the Benoni or play e3, which lets black capture to an equal position, play d5 with a symmetrical position, or continue to defer with a6 or b6.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
| 3 | 4 | 5 |
| Nf3 cxd4 | Nxd4 e6 | Nc3 Nc6 | = |
| ... e6 | d5 exd5 | cxd5 d6 | = to 2...e6 3. Nf3 c5 |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
* Nunn's Chess Openings. 1999. John Nunn (Editor), Graham Burgess, John Emms, Joe Gallagher. ISBN 1-8574-4221-0.
* This Chess related article is a stub. Please assist Wikibooks by expanding it.
# Benko Gambit
### 4. cxb5

White accepts the initial gambit. Black usually now plays ...a6, taking back with the bishop if white accepts.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1. d4 Nf6 2. c4 c5 3. d5 b5 4. cxb5
| 4 | 5 | 6 | 7 |
| ... a6 | bxa6 Bxa6 | Nc3 d6 | Nf3 g6 |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
# Benko Gambit
### 5. bxa6

The standard Benko Gambit line.

## Theory table

For explanation of theory tables, see theory table and for notation, see algebraic notation. .
1. d4 Nf6 2. c4 c5 3. d5 b5 4. cxb5 a6 5. bxa6
| | 5 | 6 | 7 | 8 | 9 |
| King Walk Variation | ... g6 | Nc3 Bxa6 | e4 Bxf1 | Kxf1 |
| Fianchetto Variation | | | g3 d6 | Bg2 Bg7 |
| | ... Bxa6 | Nc3 d6 | Nf3 g6 |
| | | g3 d6 | Bg2 g6 | b3 Bg7 | Bb2 |
| | | b3 g6 | Bb2 Bg7 |
When contributing to this Wikibook, please follow the Conventions for organization.

## References

* Kasparov, Garry, & Keene, Raymond 1989 Batsford chess openings 2. ISBN 0-8050-3409-9.
# Development Cooperation Handbook/Guidelines/How team members can improve overall project communication

How team members can improve overall project communication
Awareness
* Base communication strategies on stakeholder needs and feedback.
* Ensure that communication is shared in a timely manner.
Content
* Advocate open, honest, face-to-face, two-way communication.
* Create an environment where project team members and other stakeholders can constructively challenge behavior and ideas.
Context
* Remember that communication is two-way. Listen as well as deliver the message.
* Involve senior management when appropriate.
Communication flow
* Coordinate communication with project milestone events, activities, and results.
* Include key stakeholders in developing an interest-based conflict management process.
Effectiveness
* Conduct regular assessments of the communication plan and process.
* Communication must focus on the beneficiary.
Format and media
* Take advantage of existing communication vehicles and opportunities.
* The project team has a variety of methods to share information.

## Tools
###### Templates

Applicant employee evaluation form Staff Activity Forecast and Report Interpersonal skill assessment Employee Performance Review – Peer Review
Performance appraisal forms

###### Guidelines

Key Questions for Establishing the Team Organization
How to reach an agreement on the Employee Performance Objectives
How to manage motivated and effective teams
How to recognize if Team Building is successful
How to check the level of togetherness in a team
Measures to make teams more performing
The 5 steps of team creation
Checklist for Identifying Performance Problems
Why do organisations need to plan and manage their communication?
Measures to make teams more performing
Required characteristics of the project manager
The 10 Project Management Guiding Principles

## See also

In other sections of this handbook
The employee empowering organization Manage the Performance of Project Team Members
Team Conflict Management
Decision Making in Groups
Leading and Managing
Team Conflict Management
Decision Making in Groups
Project Managers and programme Managers
Determining the project manager
# Development Cooperation Handbook/Guidelines/How to manage motivated and effective teams

How to manage motivated and effective teams
Effective managers take groups of people and turn them into real teams, and turn the members into team players.
To do so they help team members:
* Build a trusting relationships with the other members
* Understand the need for communicating and discussing ideas and plans
* Appreciate the diversity and importance of all individuals and their unique skills
* Clarify what roles each member will fulfill
* Feel comfortable contributing their own ideas and insights
* Feel comfortable listening and being open to others’ ideas and insights
* Develop pride in being part of their team.
Effective managers use whatever is available to help turn strangers into teams.
To maximize the successful performance of the Project Team, the Project Manager must do the following:

## Other Tools

Key Questions for Establishing the Team Organization
How to reach an agreement on the Employee Performance Objectives
How to recognize if Team Building is successful
How to check the level of togetherness in a team
Why do organisations need to plan and manage their communication?
How team members can improve overall project communication
Measures to make teams more performing
Required characteristics of the project manager
The 10 Project Management Guiding Principles

## See also

In other sections of this handbook
The employee empowering organization
Manage the Performance of Project Team Members
Team Conflict Management
Decision Making in Groups
Leading and Managing
Human resources management
Team Conflict Management
Decision Making in Groups
# Development Cooperation Handbook/Guidelines/Ethical Leadership Principles

Ethical Leadership Principles: Promoting the Most Good for the Most People
Once a leader/manager has developed trust with employees, he/she must work at keeping it through consistency, congruity, reliability, and integrity.
* Consistency is the ability to keep going and remain focused on the organization’s goals despite challenges and setbacks that may arise. It is easier to trust a leader who remains calm and directed when difficulties emerge.
* Congruity refers to how well a leader’s behavior matches what he/she says. To maintain employee faith and trust, the manager/leader’s behaviors should match that what he/she says.
* Reliability refers to what degree employees can depend on their leader/manager to support them, especially in times of need or challenge.
* Integrity is the ability to keep promises and commitments that promote the well being of the organization and all of its stakeholders both internal and external. In other words, it takes more than keeping your word, but to not make promises that compromise the organization in the first place.
To do:
* Always be truthful.
* Obey the law.
* Demonstrate trust in other people.
* Act consistently when dealing with others.
* Remove corrupting influences from the workplace.
* Look for the good in others.
* Review the organization’s code of ethics often.
* Openly celebrate the organization’s values.
* Listen to others with an empathic ear.
* Call attention to unethical behavior.
* Give credit where it is due.
* Publicize instances of high ethical behavior
# Development Cooperation Handbook/Guidelines/How to check the level of togetherness in a team

How to check the level of togetherness in a team
To accomplish anything, a small group has to be able to work together. As in a well-tuned machine, or a championship sports team, each member has to function smoothly, with all the effort aimed at common goal.
Four factors must be considered:
# Development Cooperation Handbook/Guidelines/How to build trust and provide solid support for your reports

This list is a component of List of things to do in order to illustrate a project/action

### How to built the trust and provide solid support for your reports.
#### Provide solid support

* Give some numbers. Numerical data arranged to show a trend, correlation, or relationship.
* Give the evidences
* Quote your sources; explain if and why they are reliable or unreliable -- authoritative or not authoritative.
* Proceed logically from evidences to conclusions.
* Give images and illustrations.
* Give specific Instances and examples that clarify or prove a point.
* Make analogies: A comparison between an unfamiliar concept and a familiar one to clarify a concept that might otherwise be difficult to understand.
* Testimony: A statement or endorsement given by someone who has a logical connection to the topic and who is a credible source. Before using testimony, ask: - Is the material quoted accurately? - Is the source biased, or perceived as biased? - Is the source competent in the field being consulted? - Is the information current?

#### Self review of your trustworthiness

Questions to ask yourself while writing a report
* What do you want to say?
* To whom do you want to say it?
* How are you going to say it?
* How will you organize you ideas?
* Can you be logical?
* Can you prove it?
* How many numbers do you throw at them?
* Is your report believable?
* Is it simple?
* Is it too long?
* In order to build the trust and explain the challenges remember that the project does not achieve its objective directly! The activities that the action team will carry out will produce the outputs that will empower beneficiaries to better interact with their communities and utilise project deliverables to achieve the project outcomes. These outcomes will enable the stakeholders to tackle the problems identified and produce changes in the factors generating these problems, thereby contributing to the achievement of the project objectives.

## Other tools
###### Templates

Tasks implementation report form
Template - Project Status Snapshot
Template - Project status summary
Template - Project Status Report

###### Checklists

What to do in order to obtain information about a project
What to ask in order to obtain information about a project What to say in order to provide information about a project

###### Guidelines

Guideline: how to report project performance How team members can improve overall project communication

## See also

Project information distribution
Manage Implementation of Project Execution
# Development Cooperation Handbook/Guidelines/Four Basic Steps for Resolving Conflict

Steps and Tools
When you are in a conflict situation, there are four steps you can follow to more easily navigate the resolution process.
* Step 1: Share your Perceptions. Tell the other person what happened. Explain, don’t blame. Just state the facts.
* Step 2: Explain Ramifications. Tell the other person how you feel about what happened.
* Step 3: Establish Fresh Ground. Tell the other person what you would like to have happen in the future or how you would like the situation to be different.
* Step 4: Ask & Listen. Ask the other person to share her/his experience and listen attentively.
# Data Mining Algorithms In R/Packages/CCMtools
## Description

This package proposes a clustering method called “Correlation Clustering Model” (CCM) based on mixture of canonical correlation analysis (CCA). It also provides some tools for cluster analysis.

## General API

* CCM
* CWGLI
* DI
* Info.Criterion
* learn.and.project.clusters
* Percent.bad.and.false.classif.per.cluster
* WGP
# Data Mining Algorithms In R/Packages/CCMtools/Percent.bad.and.false.classif.per.cluster
## Description

This function computes the percentage of bad and false classification of a sequence of clusters (new.cl) according to a reference sequence (cl).

## Usage

Percent.bad.and.false.classif.per.cluster(cl, new.cl)

## Arguments

   * cl Reference sequence of clusters.
   * new.cl Sequence of clusters to be compared to the reference sequence.

## Value

Returns a list containing the following elements:
   * tot Global percentage of bad classification
   * BadPerCluster Percentage of bad classification per cluster
   * FalsePerCluster Percentage of false classification per cluster
   * mat.att Global matrix of attribution (row = cl, colomn = new.cl)

## Author

M. Vrac (mathieu.vrac@lsce.ipsl.fr))

## See Also

* learn.and.project.clusters
# Data Mining Algorithms In R/Packages/CCMtools/WGP
## Description

This function calculates the Weighted Global Probability (WGP) cost function for precipitation occurrence. This error is supposed to be due to a misclassification (i.e., the elements should be classified according to sequence cl.check, while they are in practice allocated to the clusters according to the sequence cl.proj).

## Usage

WGP(cl.check, cl.proj, DataS.check)

## Arguments

   * cl.check Reference sequence (i.e., numerical vector) of clusters.
   * cl.proj Sequence of clusters in practice.
   * DataS.check Precipitation data time series

## Details

For details about this cost function, see the reference below. M. Vrac, P. Yiou. "Weather regimes designed for local precipitation modelling: Application to the Mediterranean bassin". Submitted, JGR-A, 2009

## Value

Returns a numerical vector corresponding to the WGP cost function

## Author(s)

M. Vrac (mathieu.vrac@lsce.ipsl.fr))