A breakthrough approach to managing agile software development. Agile methods might just be the alternative to outsourcing. However, agile development must scale in scope and discipline to be acceptable in the boardrooms of the Fortune 1000. In Agile Management for Software Engineering, David J. Anderson shows managers how to apply management science to gain the full business benefits of agility through application of the focused approach taught by Eli Goldratt in his Theory of Constraints. Whether you're using XP, Scrum, FDD, or another agile approach, you'll learn how to develop management discipline for all phases of the engineering process, implement realistic financial and production metrics, and focus on building software that delivers maximum customer value and outstanding business results

This one-of-a-kind workbook presents scenarios and exercises that allow you to hone hands-on project management and solid charting and diagramming skills.

Pop music is only one aspect of contemporary Russian culture that has taken some unexpected turns in the chaotic aftermath of the Soviet Union's collapse. Television and advertising, theater and cinema, athletics and religion, even fashion and food now reflect more exposure to the West, yet remain in essence distinctively Russian. Pop Culture Russia! introduces readers to the fascinating, often surprising, post-Soviet cultural landscape. With chapters on media, the arts, recreation, religion, and consumerism, the book offers an insightful survey of Russian mass culture from the death of Stalin in 1953 to the present, exploring the historical significance of important events and trends, as well as the social and political contexts from which they emerged.

The wider peacebuilding field has long suffered under the weight of an intriguing paradox: Violence has never been more studied, understood in terms of its dynamics and patterns, and officially identified as a policy challenge than it has in past the twenty years. And violence continues to unfold with extraordinary resilience in too many communities around the world. In this book Joe Bock makes a significant step into unpacking and suggesting creative ways to respond to this dilemma. I say that as a practitioner- scholar with thirty years of experience in community conflict and as a critic of the difficulties that this promising area of exploration — all too often misnamed as conflict prevention — has failed to deliver. From the standpoint of the practice of strategic peacebuilding several key contributions are worth highlighting from this book.

This book describes 14 surefire strategies, as well as dozens of techniques and tips for charting a course through today's work environment and coming out at the head of the pack.

Le premier enseignement d’une perspective pluridisciplinaire, ici celle du droit et de l’économie, tient dans la mise en évidence non pas tant de disputes autour des définitions, forme déjà affinée de la discussion, mais de la façon dont chaque discipline utilise dans un sens qui est le sien un vocable, perspective naturelle, en pensant qu’il s’agit d’un sens commun, conception moins perspicace, écartant au contraire tout débat. Il apparaît ainsi que le droit et l’économie ne visent pas la même chose lorsque la notion d’engagement est évoquée, alors même que chacun croît rendre compte de l’ensemble de la réalité.

History Lessons starts from the assumption that management, at any level, has a lot to do with leadership. An effective manager needs a whole array of talents, and now that we have begun to take on board the concept that people should not be managed at all, rather that managers should ideally lead their teams to the successful fulfilment of their tasks, so leadership skills for managers have come to the fore. This book is based on the premise that there is no one kind of perfect manager or leader and that a search for the set of characteristics and skills that represent the ideal leader is doomed (happily) to failure. Leaders, like the rest of us, come in all different shapes and sizes: meticulous and visionary; outgoing and retiring; impulsive and cautious; subtle and direct. This book sets out to look at what the great leaders from history have actually done—to see how they behaved; to learn what we can from their actions. History Lessons attempts to give readers enough history to provide some sort of insight into the real issues faced by each of the leaders, and the context in which they made their decisions. There is also, I hope, enough detail about these leaders’ lives to give some idea of the kind of people that they were; of the personal background and historical context that helped to shape their personalities and influence the decisions that they took and the plans of action that they devised. Leadership and management are intensely human activities—the leaders of the past were essentially no different from the leaders and managers of today. It is from their entirely recognisable human qualities that we can learn the most useful lessons.

Based on APQC's seven years of benchmarking research on competitive intelligence, this straightforward guidebook also details best practices in coordinating actionable intelligence.

This text describes in detail WBEM/CIM architecture and explores the standard models developed by the Distributed Management Task Force (DMTF). It also explores interfaces your WBEM/CIM code will have to work with and offers examples of models and code.

This text presents a collection of papers providing a guide to the future of management based on the hallmarks of MIT and General Motors chairman Alfred P. Sloan: creativity and innovation.

Use the Absolute Beginner's Guide to Windows XP Media Center to take the PC experience further! This book helps you unlock the potential of your Windows XP Media Center, in the fun, friendly Absolute Beginner's Guide style. This book covers everything you need to know to use your Media Center to its full potential, in an easy-to-understand tone that won't confuse you with lots of technical jargon.

Les mutations contemporaines engendrent une reconfiguration des rapports entre social et économique, qu’il s’agisse des phénomènes de globalisation ou de passage à une société de services. Ces changements de grande ampleur posent de nouvelles questions aux sciences sociales. Ils incitent en particulier à la réactualisation d’une problématique fondatrice de la sociologie, l’étude des rapports entre économie et société.

This is the definitive guide for managers and students to agile and iterative development methods: what they are, how they work, how to implement them—and why you should.

From "the most important thinker on intellectual property in the Internet era" (The New Yorker), a landmark manifesto about the genuine closing of the American mind. Lawrence Lessig could be called a cultural environmentalist. One of America's most original and influential public intellectuals, his focus is the social dimension of creativity: how creative work builds on the past and how society encourages or inhibits that building with laws and technologies. In his two previous books, Code and The Future of Ideas, Lessig concentrated on the destruction of much of the original promise of the Internet. Now, in Free Culture, he widens his focus to consider the diminishment of the larger public domain of ideas. In this powerful wake-up call he shows how short-sighted interests blind to the long-term damage they're inflicting are poisoning the ecosystem that fosters innovation. All creative works-books, movies, records, software, and so on-are a compromise between what can be imagined and what is possible-technologically and legally. For more than two hundred years, laws in America have sought a balance between rewarding creativity and allowing the borrowing from which new creativity springs. The original term of copyright set by the Constitution in 1787 was seventeen years. Now it is closer to two hundred. Thomas Jefferson considered protecting the public against overly long monopolies on creative works an essential government role. What did he know that we've forgotten? Lawrence Lessig shows us that while new technologies always lead to new laws, never before have the big cultural monopolists used the fear created by new technologies, specifically the Internet, to shrink the public domain of ideas, even as the same corporations use the same technologies to control more and more what we can and can't do with culture. As more and more culture becomes digitized, more and more becomes controllable, even as laws are being toughened at the behest of the big media groups. What's at stake is our freedom-freedom to create, freedom to build, and ultimately, freedom to imagine.