3). When discussing the fundamental concepts of digital imaging, the student should be able to:

3.1 Explain how images are stored inside the camera.

3.2 Recognize the factors that determine the number of images that can be stored.

3.3 Explain the process of compression and its function. 3.4 Differentiate between the types of file formats.

4). When discussing the parts and features of a digital camera, the student should be able to: 4.1 Differentiate between the three types of camera viewing systems.

4.2 Explain the features common to all film and digital cameras.

4.3 Identify parts found inside and on the body of the camera.

4.4 Recognize settings found on the mode dial.

4.5 Differentiate between the scene settings.

5). When discussing the repairing of flaws and the enhancing of digital photos using Photoshop software, the student should be able to:

5.1 Identify the clone stamp tool.

5.2 Apply knowledge of Photoshop software and demonstrate how to repair damaged, torn, creased or scratched images using the clone stamp tool.

5.3 Identify the healing brush tool.

5.4 Apply knowledge of Photoshop software and demonstrate how to enhance or repair damaged, torn, creased or scratched images using the healing brush.

5.5 Identify the patching brush tool.

5.6 Apply knowledge of Photoshop software and demonstrate how to enhance or repair damaged, torn, creased or scratched images using the patching brush.

5.7 Differentiate between the dodging and burning techniques using Photoshop software.

5.8 Apply knowledge of Photoshop software and demonstrate how to lighten or darken images using the dodging and burning techniques.

6). When discussing how a photographer can learn to see as a camera sees, the student should be able to:

6.1 Recognize how the viewfinder can be used as a cropping tool.

6.2 Explain and demonstrate how a photographer can change or alter what appears in a photo by changing the angle or point of view.

6.3 Differentiate between horizontal framing and vertical framing.

6.4 Differentiate between how a camera views a scene and how humans view the same scene. 6.5 Recognize eye/photo differences.

Light in photography

Digital Photography

light
Direction from where the light hits the subject
Crucial to any good photograph
Can be manipulated through camera settings or external sources, both need to be controlled for the best quality photograph

Types of light

The sun
Photography’s most basic lighting option is THE SUN and is also one of the most versatile.
It can be warm and highly directional, casting long shadows.
Behind clouds, its light can be blue, diffuse, and shadow-free. As it crosses the sky, the sun serves as a front, side back and/or hair-light. It always looks natural – because it is – and it is always free.

Window light
A flash is not used. The main source is light from a window, possibly using a reflector as the only fill.

Cool light
Cool light are daylight balanced LED or florescent light, which deliver color and quality similar to the “old style” studio strobe or flash units.
One big advantage: continuous light source. This means you can see the lighting effect before you shoot it.
Can be reflected into umbrellas or through softboxes, light tents or other diffusion material.

umbrellas

softbox

Softbox is most popular for its soft, even light.
Used heavily in portrait photography and many other types of commercial photography.
It is an effective, lightweight tool for reducing a light intensity without sacrificing softness.
Eliminates hot spots and evenly distributes the light

Light tent
http://olddogphoto.com/2008/03/17/light-tent
/

Hot lights
Halogen lights are another continuous light source option for easy studio work.
Though they are not cool like the ‘cool lights’, they can pack a lot of power into a single head.

Studio photography
Most photographers try to soften lighting, whether it be for art photography or products.
It is the most flattering lighting on people and objects.
It is one of the easiest techniques.
3 ways to soften light:
Diffuse
Bounce
both

diffuse
Diffusion is when something translucent is placed between between the light source and the object
Outdoor cloud cover can diffuse direct sunlight to soften light and shadow.
Direct sunlight: will create hard shadows on your model’s face/object.
In Studio:
Place cloth between subject and light
Shoot the light through a soft box or white studio umbrella
Place the subject inside a white studio ‘tent’

Bounce
Bouncing light scatters rays of light in different directions and creates softer shadows.
Methods:
Pointing it upwards: bounces off ceiling before hitting subject
Bouncing off reflector, wall or a free-standing “flat” (a portable partition)
Pointing the light into the inside of a studio umbrella so it bounces off and towards the subject.

Diffusion
Bounce

Photos of objects
pick an object and take 1 photo each:
w/white light
w/yellow light
w/daylight (sun)
w/daylight (in shade)
w/bounce
w/diffusion (green/blue/red)
w/class lighting
In the dark w/ different lights
w/window light
Light box

Flash
Most cameras have a built in flash that operates in several modes.
Automatic
Fill flash
No flash
Flash with red-eye reduction
Slow-sync flash

Auto(matic) mode
The camera gauges the available light and fires the flash if needed
Most commonly used in amateur photography

Fill flash/force flash
This mode triggers the flash regardless of the light in the scene
Especially helpful for outdoor shots, where there is natural light
e.g. outside in sunlight, your camera might see no-need for a flash but it can create harsh shadows, fill flash adds additional light on the face that cancels out the shadows by adding additional light
With a properly exposed background, and also a flash-illuminated subject that’s got proper flash exposure, the two light sources (flash and ambient light in the scene) are balanced, and neither will appear overly dark or light. This usually gives us a very natural-looking picture. It can also brighten otherwise subdued faces, lighten shadows from harsh sunlight, or sometimes just add a little sparkle in a subject’s eyes.

Flash
When you don’t want flash
To make the most of the quality of the existing light, it might be what makes your photograph compelling in the fist place
Or when shooting highly reflective objects, such as glass or metal, because flash can cause blown highlights

Flash with red-eye reduction
Flash reflects against the subject’s retinas, the result is the ‘red eye’ problem
Red-eye reduction mode aims to thwart this phenomenon by firing low powered flash before the ‘real’ flash goes off or by emitting a beam of light from a lamp on the the camera body for a second or two prior to capturing the image
Why? It ‘pre’ lights the image, causing the pupil of the eye to shut down a little, thereby lessening the chances of reflection when final flash goes off.

Slow-sync flash
Sometimes nighttime flash/night portrait mode
Increases the exposure time beyond what the camera normally sets for flash pictures
With a normal flash, your main subject is illuminated, but background elements beyond the reach of the flash are dark. The longer exposure time provided by slow-sync flash allows more ambient light to enter the camera, resulting in a lighter background
Careful! It can result in a blurred image: both camera and subject need to remain absolutely still during the exposure in order to avoid that issue. Using a tripod is useful.
Colors can appear in slightly warmer because of the white balance issues.

The
 Digital
 Workplace
 

Photo
 credit:
 Mabar,
 h7p://www.flickr.com/photos/mabar/
 

 

 

Building a more productive digital work environment
– service by service

The Employee Productivity
Challenge

Predictable & stable business
environment

Allowed for long term planning

Yesterday

Unpredictable & dynamic
business environment

Need to be

prepared for change

Constant change is the new normal

Now &
tomorrow

Pace of change

Time pressure

Workload

Cost cuts

Dependencies
Pace of change

Complexity

I am actually not following a
process… I’m following a
cloud of activities.

How to collaborate?

How can I influence?

What is happening?

Where do I find…?

Who knows what?

When should I contribute?

Employees struggle with finding answers to
the most basic questions

How to share?

Physical
distance

Large & complex
organizations

Lack of
technology
support

Barriers prevent collaboration and sharing

Dispersed
workforce

No common ways
of working

Different cultures
& languages

People work in silos, causing suboptimization
and ineffectiveness

Tried to
collaborate

*John
 Stepper,
 Deutsche
 bank
 

D
iff

er
en

t t
im

e
Sa

m

e

tim
e

Different location
Same location

Phone
SMS

Meetings

Email
Files

Email
Files

Truth is, most people still work like it’s 1995*

Houston, we have a problem…

Symptom
s

44% in U

S & Cana
da

“unsatisfi
ed” with

their jobs
.*

“Around

the world
, employe

e

engagem
ent is ero

ding.”**

* Right M

anageme
nt, 2012

** Mercer
, 2011

Employee engagement is critical to

productivity

Increased
engagement

Lower
absenteeism

Increased
productivity

Higher focus
and

motivation

”Starbucks, Limited Brands, and Best Buy can precisely identify the
value of a 0.1% increase in engagement among employees at a
particular store. At Best Buy, for example, that value is more than
$100,000 in the store’s annual operating income.”
”Competing on Talent Analytics”, by Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro

A disconnected and
disengaged workforce

operating in a rapidly changing
and complex work environment

means lost productivity, innovation
and responsiveness.

94%
the system

6% individuals

Around 94% of the possible improvements belong to
the system – the responsibility of management.

Edward J. Deming, the 94/6 rule

15

”The most important contribution management
needs to make in the 21st century is /…/ to
increase the productivity of knowledge work
and the knowledge worker”
Peter F. Drucker (1999)

What’s Wrong With The Current
Digital Work Environment?

IT complexity is rising for the employee

More tools

Too many features

Inconsistent design

Functional overlap

Lack of integration
Doesn’t fit my workstyle

Bad usability

Multiple logins

Hard to access

No mobility

The effective usage rates of enterprise software are
down compared to two years ago, with users
experiencing productivity losses of around 17%.
It’s like giving everyone Friday off. 
 
IT Adoption Insight Report, 2012, Oracle UPK & Neochange

This idea wasn’t really that bad

Communicate

Share
information

Find people

Manage
tasks

Plan
meetings

So what’s wrong with this digital workplace?

Desktop only
Document-centric

Stovepipes
Non-collaborative

Communication chaos
Only productivity tools

We are in the middle of a paradigm shift

We are leaving static desktop work for mobile working

By our desktops at the office
During office hours
With people in our close proximity

Image credit: “Leap Factor Executive Presentation”

Using any device from anywhere
At anytime
With anyone, anywhere

We introduce new tools but don’t change
ways of working

New tools

Current
tools

ExisEng
 
 
ways
 of
 working
 

New
 or
 changed
 
ways
 of
 working
 

Status quo

Paving cow paths

Marginal

improvements

Huge or potentially
distruptive

improvements

We throw complex technology at the users

R&D

Communication

IT

HR
Marketing
Finance

We fail to see the big picture – and hence to
coordinate our efforts

85% of executives see complexity, in one form or the
other, as the main barrier to seizing business
opportunities and being successful in an ever
changing world.
From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012
 

Simplification

Complexity

We misunderstand user needs because we
don’t try enough to understand the users

User-focused organizations outperformed the tech-
focused companies, achieving 23% higher revenue-
per-employee against their industry peers.
IT Adoption Insight Report, 2012, Oracle UPK & Neochange

People
Technology

Why are we more
powerful as
consumers than we
are as employees?

Most of all, it’s an organizational problem

Lack of a
shared

mission and
vision

Lack of
collaboration
and holistic

view

Complex and
fragmented

digital
workplace

Hard to get
work done

Lower
employee

productivity

The Digital Workplace

A holistic and people-centric approach to
support digital working.

What it all comes down to: empowering
people to work smarter together

Efficiency

How our own and collective
time and capacity is used

Focus:

Effectiveness
Engaged &
Empowered

Lean, smart and agile
working together

Improved quality and
happier customers

The fragmented and complex digital work
environment makes it hard to get work done

ICC

Business
function

IT

delivery

Business
function

IT

delivery
Business
function

IT
delivery

Business

IT service provider

The

Digital workplace

The Digital Workplace has the answer…

ICC
 

Customer

Customer
Customer

Customer

Business

IT service provider
Digital workplace

…and the answer is service-orientation

ICC

Governance
Coordination

Customer
Customer
Customer

Customer

Service Strategy

Service Development

Service

Management

1. Adopt a people-centric approach that puts
the customer and value-creation in focus

Location

Individual

Environm
ent

D
ev

ic
e

In
tra

ne
t

Fi
nd

in
fo

rm
at

io
n

Productivity Tools

Create content

2. Explore opportunities while minimizing risk
with short cycles

Start

Success

Failure

Time

3. Move from change projects to a process of #
continuous improvements

Project Project Project

Proc
ess

of co
ntinu

ous
impr

ovem
ents

Time

Quality

4. Establish common governance and
coordination

Management

BU
BU
BU

Competence Center

Coordination
Governance

Service Strategy
Service Development

Service Management

How To Get There

“That is what strategy is all
about. It’s about a point of view
about the future and then making
decisions based on that. The
worst thing you can do is not
have a point of view, and not
make decisions.”
Alan R. Mulally,
CEO Ford Motor Company

Understand where you are starting from

Approach
Technology-

driven

Process-driven
Customer-

driven

Delivery
Big bang projects
Small and
frequent
projects

Technology
IT systems
Digital#tools
Digital#

services

Governance
Siloed
Centralized
Coordinated

Continuous
delivery

Strategy
No common strategy
Common

mission and
vision

Common
strategy
process

The Vision

The Mission

Understand the customers, their tasks and
their working conditions

Specialists
Outreach

Administration
Field workers

Collaborative work
Flexible hours
Internal and external
Flexible locations

Individual tasks
Mostly internal
Office hours
Office

Customer interactions
Internal and external
Flexible hours
Flexible locations

Customer interactions
Mostly external
Office hours
Flexible locations

Identify what services the customers need to
get their jobs done and achieve their goals

My Profile

Find People &
Expertise

My Blogs My Meetings

Discussions

My Bookmarks

News Feed

My Approvals

My Collaborations

Find Information

Videos

My Time

Ideas

My Documents

My ExpensesMy Tasks

Get the UX on par with commercial services

My Profi

le

Find People &
Expertise
My Blogs My Meetings
Discussions
My Bookmarks
News Feed
My Approvals
My Collaborations
Find Information
Videos
My Time
Ideas
My Documents
My ExpensesMy Tasks

Embrace Service Design principles

•  User-centric – The service must be experienced through the eyes of the user

•  Co-creation – All stakeholders of a service should participate in the process

•  Sequencing – Visualize the service as a sequence of interrelated activities

•  Concretization – Abstract services should be visualized as physical artifacts

•  Holistic – The entire environment in which the service exists and is consumed
needs to be considered

Focus on improving services used for basic
tasks

Share
information

Discuss with
people

Find
information

Find people
and experts

Find answers
to questions

Provide feedback
Meet

Find out what is
happening

Design for easy execution in different
situations

Find
information and

develop idea

Read, review and
comment

Meet and discuss
an idea

Make use of
implemented idea

Ta
sk

–
S

itu
at

io
n

– W
or

ks
ty

le

Will I manage the pace of change?

WIIFM?

How does management behave?
Do they ”walk the talk”?

Do I understand
where we are
going and why?

Do I get the support
I need to change?

Do I have the
right conditions?

Are the tools
useful and usable?

Focus on change and adoption from day 1

Want to know more?
about.me/oscarberg

twitter.com/oscarberg
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