legalba
Andrew Neill
Legal Business Analyst working in City of London
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How to Use Blekko to Rock at Your Job
Blekko was the name of company CEO Rich Skrenta's first networked computer. Skrenta was 15 years old when he wrote the Elk Cloner virus that infected Apple II machines in 1982; it is believed to have been the first large-scale self-spreading personal computer virus ever created. Skrenta went on to work on the Amiga at Commodore, then at Sun Microsystems, then co-founded the Netscape-acquired Dmoz and the Tribune/Gannett/Knight Ridder-acquired local news search engine Topix.Home | www.bigbluebutton.org
Presentation The presenter can upload any PDF presentation, office document and keep everyone in sync with their current page, zoom, pan, and see the presenters mouse pointer.
ET Modern, a museum/gallery of Edward Tufte's sculptures and prints, is open Wednesday through Saturday, 10am to 6pm, 547 West 20th Street, corner of West 20th Street and 11th Avenue, in New York's Chelsea art district, 212 206-0300. ET gives artist tours on some Saturdays (check with the gallery manager). Edward Tufte's one-day course, "Presenting Data and Information," will be offered at ET Modern on Sunday April 29; Monday April 30; and Tuesday May 1. See below for course information, availability, registration.
The Work of Edward Tufte and Graphics Press
The Four Phases of Design Thinking - Warren Berger - The Conversation - Harvard Business Review
What can people in business learn from studying the ways successful designers solve problems and innovate? On the most basic level, they can learn to question, care, connect, and commit — four of the most important things successful designers do to achieve significant breakthroughs. Having studied more than a hundred top designers in various fields over the past couple of years (while doing research for a book), I found that there were a few shared behaviors that seemed to be almost second nature to many designers. And these ingrained habits were intrinsically linked to the designer's ability to bring original ideas into the world as successful innovations. All of which suggests that they merit a closer look.
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100+ free HTML email templates | Campaign Monitor
Requirements Engineering Specialist Group
resg_bcs: Requirements Quarterly Newsletter 58. Packed with requirements focused articles, news, sources and event listings. http://t.co/Lf153CTW In the December 2010 issue of Scientific American magazine (www.ScientificAmerican.com), David Freedman discusses “Jump-starting the orbital economy” – turning space travel from a costly government-financed research venture into a profitable business. Unmanned geostationary satellites have already made that leap, of course: that strange orbit at 35,800 kilometres up, around the equator, is thickly populated with squat but profitable boxes of communications equipment, doing everything from monitoring the weather to providing television to far-flung islands.CaliberRM® is a requirements management tool that ensures that applications meet end user needs. Using CaliberRM, analysts, developers, testers and other stakeholders accurately capture and communicate the user’s requirements throughout the application lifecycle. CaliberRM provides powerful requirements management facilities for collaboration, impact analysis and communication of requirements, enabling software teams to deliver on key project milestones with greater accuracy and predictability. Industry analysis suggests that at least half of all defects arise from incomplete or incorrect requirements. More than 80% of the effort to fix defects is spent fixing requirement-related defects. CaliberRM reduces this overhead by providing secure centralized storage of all requirements and related artifacts.
Requirements Management Software
Chartered status sets you apart from other professionals. The Institute awards Chartered IT Professional Status (CITP), Chartered Engineer (CEng) and Chartered Scientist (CSci) enabling you to choose the registrations that best reflect your professional profile. Find out more
BCS - The Chartered Institute for IT
Tom Gilb & Kai Gilb
The foundation for successful project management is being able to express your stakeholders (users, re-sellers etc.) most critical requirements. Stakeholders have requirements at the level of the improvements they expect to gain for themselves (i.e. savings, better customer relations), and at the level of the product (i.e. improved usability, security etc.). Most conventional requirement methods are so weak, in so many respects, that everyone involved in writing and reading requirements are uncomfortable with the process. Something is clearly wrong, but people struggle to explain how requirements should be written. We tackle the Requirement process head on.
Most of management theory is inane, writes our correspondent, the founder of a consulting firm. If you want to succeed in business, don’t get an M.B.A. Study philosophy instead During the seven years that I worked as a management consultant, I spent a lot of time trying to look older than I was. I became pretty good at furrowing my brow and putting on somber expressions. Those who saw through my disguise assumed I made up for my youth with a fabulous education in management.
The Management Myth - Magazine - The Atlantic
Stand By for the Same Old Strategy Mistakes - Walter Kiechel - The Conversation - Harvard Business Review
Walter Kiechel III is the former Editorial Director of Harvard Business Publishing, former Managing Editor at Fortune magazine, and author of The Lords of Strategy: The Secret Intellectual History of the New Corporate World . He is based in New York City. Certain acquaintances advising large companies report signs of revival among their clientele. Apparently having concluded that the worst is over, corporate types are lifting their heads above the parapet and beginning to feel that old itch to go out there and acquire somebody, or maybe launch a new product line or two. Like all right-thinking people I'm gladdened by this news. But a reading of the history of strategy also leaves me cautious, afflicted with an oh-no-here-we-probably-go-again suspicion that some of the same old mistakes will likely recur.Clay Christensen on Reinventing Your Business Model | BNET
Harvard Business School professor Clay Christensen , best know for developing the concept of disruptive innovation , provides an enlightening video interview on business model reinvention . Disruptive innovation essentially teaches that established companies are vulnerable to upstarts because they are reluctant to depart from what has made them successful. Very few incumbent companies are capable of seeing in time the fundamental changes sweeping their markets -- the switchover from minicomputers to PCs for example, or how of the Internet would undermine the revenue model of newspapers. And even if these changes are detected, established players are reluctant to do what Christensen says they must: swap out their proven business model for a new model that reflects the changes in the business environment. So how does a company build a new business model?A recent survey by IBM of over 700 CEOs globally found that competitive pressures have pushed business model innovation high up the priority list of firms worldwide. The survey also showed that firms that have grown their operating margins faster than their competitors were putting twice as much emphasis on business model innovation than underperformers. The progress of globalisation, the intensity of technological change, and shifts in industry borders have all created opportunities for new business models. Indeed, business model innovation can create huge opportunities while threatening traditional means of generating revenue.
Business Model Innovation: Changing the Game - Strategy and Innovation - Open Programmes - Executive Education at Cambridge Judge Business School
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McKinsey Quarterly: The Online Journal of McKinsey & Company
Ken O'Brien was an NFL quarterback in the 1980s and 1990s. Early in his career, he threw a lot of interceptions, so one clever team lawyer wrote a clause into O'Brien's contract penalizing him for each one he threw. The incentive worked as intended: His interceptions plummeted. But that's because he stopped throwing the ball.
Why Incentives Are Effective, Irresistible, and Almost Certain to Backfire | Fast Company
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