Tabla de Contenidos: “…Specific -- Measurable -- Achievable -- Realistic -- Time-Bound -- Too Many Objectives -- The Artifact Serves the Objectives -- Doing Too Much -- Doing Too Little -- The Objectives Frame the Report -- Summary -- Chapter 13 - Losing Our Audience -- Overview -- Users Catch on Rough Edges -- When Confusion is a Distraction Versus Branch Point -- Difficult Conversations (Uncooperative Stakeholders) -- The Discussion Strays from the Objectives -- Summary -- Part 3 - How-To Manual and Recipes -- Chapter 14 - Master Facilitation -- Overview -- Fundamental Facilitation Techniques -- Offering the Artifact, Not the Design -- Staying Present in the Present Tense -- Use Their Words -- Being Present -- Keeping it Real -- Maintaining Engagement -- Judicious Prompting -- Building Rapport -- Actively Listening Without Judgment -- Prompt, but Don't Lead -- Leading Through Body Language -- The Five Prompts and How to Avoid Three of Them -- Honoring Silence -- The Five Whys -- Facilitation Unique to PrD -- The Artifact Is the Thing -- Social Objects -- A Personal Object -- An Active Object -- A Provocative Object -- A Relational Object -- Improvisation Is Key -- Why PrD Isn't Usability -- Performing a Task -- User Goals -- Thinking Aloud -- Noting Confusions -- Capturing Quantitative Data -- Relevance -- Collecting Requirements -- Refining the Design -- Refining -- Exploring -- Do You Like It? …”

Tabla de Contenidos: “…Case Study: Assessing the Production Acceptance Process at Seven Diverse Companies -- The Seven Companies Selected -- Selected Companies Comparison in Summary -- Summary -- Test Your Understanding -- Suggested Further Readings -- Chapter 10 Change Management -- Introduction -- Definition of Change Management -- Drawbacks of Most Change Management Processes -- Key Steps Required in Developing a Change Management Process -- Step 1: Identify an Executive Sponsor -- Step 2: Assign a Process Owner -- Step 3: Select a Cross-Functional Process Design Team -- Step 4: Arrange for Meetings of the Cross-Functional Process Design Team -- Step 5: Establish Roles and Responsibilities for Members Supporting the Process Design Team -- Step 6: Identify the Benefits of a Change Management Process -- Step 7: If Change Metrics Exist, Collect and Analyze them -- If Not, Set Up a Process to Do So -- Step 8: Identify and Prioritize Requirements -- Step 9: Develop Definitions of Key Terms -- Step 10: Design the Initial Change Management Process -- Step 11: Develop Policy Statements -- Step 12: Develop a Charter for a Change Advisory Board (CAB) -- Step 13: Use the CAB to Continually Refine and Improve the Change Management Process -- Emergency Changes Metric -- Assessing an Infrastructure's Change Management Process -- Measuring and Streamlining the Change Management Process -- Summary -- Test Your Understanding -- Suggested Further Readings -- Chapter 11 Problem Management -- Introduction -- Definition of Problem Management -- Scope of Problem Management -- Distinguishing Between Problem, Change, and Request Management -- Distinguishing Between Problem Management and Incident Management -- The Role of the Service Desk -- Segregating and Integrating Service Desks -- Key Steps to Developing a Problem Management Process -- Step 1: Select an Executive Sponsor…”

Tabla de Contenidos: “…-- Step 6.1: Identify the Fraud Scenario -- Step 6.2: Identify the Data That Relates to the Scenario -- Step 6.3: Select the Fraud Data Analytics Strategy -- Step 6.4: Clean the Data Set: Data Availability, Data Reliability, and Data Usability -- Step 6.5: Identify Logical Errors -- Step 6.6: Create the Homogeneous Data Files Using the Inclusion and Exclusion Theory -- Step 6.7: Build the Fraud Data Analytics Test through Identifying the Selection Criteria -- Step 6.8: Programming Routines to Identify the Selection Criteria -- Plan Question Seven: What Filtering Techniques Are Necessary to Refine the Sample Selection Process? -- Continued Illustration of Corruption Project -- Plan Question Eight: What Is the Basis of the Sample Selection Process? …”

Tabla de Contenidos: “…Cover -- Title Page -- Copyright -- Credits -- About the Authors -- www.PacktPub.com -- Customer Feedback -- Table of Contents -- Preface -- Chapter 1: Yes, There Is an App for That -- The app ecosystem -- Not every app has a flappy ending -- An introduction to the Lean Startup methodology -- Getting your users hooked on your app -- Summary -- Chapter 2: Lean Startup Primer -- The Business Model Canvas -- Key partners -- Key activities -- Value propositions -- Customer relationships -- Customer segments -- Channels -- Cost structure -- Revenue stream -- Example BMC - mobile marketplace app -- Summary of the BMC -- Lean Canvas -- One metric that matters -- Agile development and customer development -- The MVP -- Summary -- Chapter 3: Challenges in Applying Lean to Building Mobile Apps -- Higher design bar -- Apple's App Store submission cycles -- Inability to dynamically load libraries -- Cross-platform releases -- Getting users to download an app -- Maintaining app ratings -- Summary -- Chapter 4: An Agile Workflow in a Nutshell -- An Agile workflow -- Kanban -- Scrum -- Epic, Stories, and Tasks -- Scrum team -- The daily stand-up -- Backlog refinement -- Definition of Ready -- Sprint planning -- Definition of Done -- Sprint review, planning, and retrospective -- Tools that you can use -- Summary -- Chapter 5: A Pragmatic Approach -- Timeboxed programming -- Concierge service -- Is it crappy or perfect? …”

Tabla de Contenidos: “…Front Cover -- Storage Systems -- Copyright -- Contents -- About the author -- Preface -- Acknowledgments -- Abbreviations and acronyms -- 1 Introduction -- 1.1 Computer systems after WW II -- 1.2 High level programming languages - Fortran -- 1.2.1 A Programming Language - APL -- 1.2.2 COmmon Business Oriented Language - COBOL -- 1.2.3 IBM's PL/I programming language -- 1.2.4 Some early computer companies -- 1.3 Effect of data representation on storage space requirements -- 1.4 Basic computer arithmetic -- 1.5 Author's experience with IBM computers in 1970s -- 1.5.1 IBM computers at Univ. of Tehran and IBM World Trade Corp. in Tehran, Iran -- 1.5.2 My experiences with IBM computers at Tehran Regional Electric Company -- 1.5.3 Customer billing at TREC utility -- 1.5.4 My experience with IBM computers at UCLA -- 1.6 IBM's System 360 and its successors -- 1.6.1 US lawsuits against IBM and AT&amp -- T -- 1.6.2 Amdahl Corp. and plug compatible computers -- 1.6.3 Radio Corporation of America - RCA -- 1.6.4 Electronic Data Systems - EDS and Perot Systems -- 1.7 The IBM S/360 computer family -- 1.8 Operating systems associated with IBM mainframes -- 1.9 Early computer companies possibly competing with IBM -- 1.9.1 Burroughs + UNIVAC = UNISYS -- 1.10 My experience at Burroughs Corp. -- 1.10.1 NCR - National Cash Register Corp. -- 1.10.2 Control Data Corporation -- 1.10.3 Honeywell Corp. -- 1.10.4 Hewlett-Packard - HP Corp. -- 1.10.5 Digital Equipment Corp - DEC -- 1.11 Computer company revenue rankings -- 1.12 Computer structures book -- 1.13 Computer family architectures - CFA -- 1.14 Virtual memory and page replacement algorithms -- 1.15 Memory space fragmentation and dynamic storage allocation -- 1.15.1 Page replacement algorithms -- 1.15.2 Simplified analysis of a paging system -- 1.16 Analysis of thrashing in 2-phase locking - 2PL systems…”

“…He spent countless hours with Alan Mulally, Bill Ford, the Ford family, former executives, labor leaders, and company directors. …”

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