Now, Core JavaServer™ Faces–the #1 guide to JSF–has been thoroughly updated in this second edition, covering the latest feature enhancements, the powerful Ajax development techniques, and open source innovations that make JSF even more valuable. Authors David Geary and Cay Horstmann delve into all facets of JSF 1.2 development, offering systematic best practices for building robust applications, minimizing handcoding, and maximizing productivity. Drawing on unsurpassed insider knowledge of the Java platform, they present solutions, hints, tips, and “how-tos” for writing superior JSF 1.2 production code, even if you’re new to JSF, JavaServer Pages™, or servlets.The second edition’s extensive new coverage includes: JSF 1.2’s improved alignment with the broader Java EE 5 platform; enhancements to the JSF APIs; controlling Web flow with Shale; and using Facelets to replace JSP with XHTML markup. The authors also introduce Ajax development with JSF–from real-time validation and Direct Web Remoting to wrapping Ajax in JSF components and using the popular Ajax4jsf framework.This book will help you Automate low-level details and eliminate unnecessary complexity in server-side development Discover JSF best practices, ranging from effective UI design and style sheets to internationalization Use JSF with Tiles to build consistent, reusable user interfaces Leverage external services such as databases, LDAP directories, authentication/authorization, and Webservices Use JBoss Seam to greatly simplify development of database-backed applications Implement custom components, converters, and validators Master the JSF 1.2 tag libararies, and extend JSF with additional tag libraries Preface Acknowledgments Chapter 1: Getting Started Chapter 2: Managed Beans Chapter 3: Navigation Chapter 4: Standard JSF Tags Chapter 5: Data Tables Chapter 6: Conversion and Validation Chapter 7: Event Handling Chapter 8: Subviews and Tiles Chapter 9: Custom Components, Converters, and Validators Chapter 10: External Services Chapter 11: Ajax Chapter 12: Open Source Chapter 13: How Do I . . . Index

    That principle is the value of slack, the degree of freedom in a company that allows it to change. Implementing slack could be as simple as adding an assistant to a department and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity, promotes quality, and, above all, produces growth. With an approach that works for new- and old-economy companies alike, this revolutionary handbook debunks commonly held assumptions about real-world management, and gives you and your company a brand-new model for achieving and maintaining true effectiveness.

    Widely considered the greatest authority in the food and beverage, hotel, and hospitality industries, he has turned around countless bars and restaurants. Raise the Bar distills the secrets to running a successful enterprise with Reaction Management, a strategy and philosophy Taffer developed and uses in his business.  It works whether you’re running a storefront operation or a web-based company, whether you’re manufacturing widgets or providing a service. Raise the Bar is the definitive manual on transforming a bar or restaurant with actionable, proven strategies for immediate impact.

    This book goes well beyond the noise on learning space design that focuses on pretty Pinterest classrooms and moves towards a more sophisticated conversation about how learning spaces support and drive brain-friendly learning. SPACE is a beautifully designed book that respects that reading and learning can happen in a visually appealing way. Hare and Dillon walk educators through a series of questions and ideas on how learning spaces can support collaboration, creation, showcasing learning, and a learner's need for quiet. In addition to nudging thinking forward, SPACE provides practical design tips and uses images and testimonials for hacking learning spaces on a realistic budget. This book is designed to motivate, grow capacity, and energize educators to begin shifting their learning spaces to support modern learning for all students.

    This memoir reveals the creative process, relationships, struggles and financial strategies that led to him becoming one of the 1000 wealthiest people in the world.

    The Google Story takes you deep inside the company's wild ride from an idea that struggled for funding in 1998 to a firm that rakes in billions in profits, making Brin and Page the wealthiest young men in America. Based on scrupulous research and extraordinary access to Google, this fast-moving narrative reveals how an unorthodox management style and culture of innovation enabled a search engine to shake up Madison Avenue and Wall Street, scoop up YouTube, and battle Microsoft at every turn. Not afraid of controversy, Google is expanding in Communist China and quietly working on a searchable genetic database, initiatives that test the founders' guiding mantra: DON'T BE EVIL.

    Creating something from nothing is an unpredictable journey. The first mile births a new idea into existence, and the final mile is all about letting go. We love talking about starts and finishes, even though the middle stretch is the most important and often the most ignored and misunderstood.    Broken into three sections with 100+ lessons, this no-nonsense book will help you: • Endure the roller coaster of successes and failures by strengthening your resolve, embracing the long-game, and short-circuiting your reward system to get to the finish line. • Optimize what’s working so you can improve the way you hire, better manage your team, and meet your customers’ needs. • Finish strong and avoid the pitfalls many entrepreneurs make, so you can overcome resistance, exit gracefully, and continue onto your next creative endeavor with ease. With insightful interviews from today’s leading entrepreneurs, artists, writers, and executives, as well as Belsky’s own experience working with companies like Airbnb, Pinterest, Uber, and sweetgreen, The Messy Middle will outfit you to find your way through the hardest parts of any bold project or new venture.

    Learn about the components of a BI architecture, how to choose the appropriate tools and technologies, and how to roll out a BI strategy throughout the organisation.

    Inside, you'll find hundreds of jokes that are guaranteed to stir up a room full of smiles, including knock-knocks, witty puns, and one-liners. Complete with hilarious quotes from celebrities like Jon Stewart, Lewis Black, and Jerry Seinfeld, everyone will revel in each gut-busting moment.So whether you're looking to add a few jokes to your repertoire, impress your buds, or improve your banter, this sidesplitting book arms you with the perfect joke for any occasion!

    Gerard, PhD, its chief learning officer, candidly describe the triumphs and stumbles of a seven-year journey to lean healthcare, an effort that continues today and that has slashed medical errors, improved patient outcomes, raised staff morale, and saved $27 million dollars in costs without layoffs. Find out:> How lean techniques of value-stream-mapping and rapid improvement events cut the average “door-to-balloon” time for heart attack patients at two hospitals from 90 minutes to 37.> What ThedaCare leaders did to replace medicine’s “shame and blame” culture with a lean culture based on continuous improvement and respect for people.> How the lean principle of “building in quality at the source” broke down divisions among medical specialties allowing teams to develop patient care plans faster.> Why traditional modern management is the single biggest impediment to lean healthcare.> How the plan-do-study-act cycle coupled with rapid improvement events cut the wait time at a robotic radiosurgery unit from 26 days to six.> How the lean concept of “one piece flow” saved time in treating ischemic stroke patients, increasing the number of patients receiving a CT scan within 25 minutes from 51% to 89%.> How senior leaders at other healthcare organizations can begin their own lean transformations using a nine-step action plan based on what ThedaCare did — and what it would do differently.Toussaint and Gerard prove that lean healthcare does not mean less care. On the Mend shows that when care is truly re-designed around patients, waste and errors are eliminated, quality improves, costs come down, and healthcare professionals have more time to spend with patients, who get even better care.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Along the way, we encounter black holes, turtles, snakes, dragons, axe-sharpening, and yak-shaving—and take a guided tour through the theories and methods, both brilliant and misguided, that litter the history of software development, from the famous ‘mythical man-month’ to Extreme Programming. Not just for technophiles but for anyone captivated by the drama of invention, Dreaming in Code offers a window into both the information age and the workings of the human mind.

    With unprecedented access to the inner working of Toyota, the authors spent six years researching the company, interviewing hundreds of executives and employees, and discovering the company's secret of success. What they uncovered will surprise you and change the way you think about business. Simultaneously rigidly traditional and seriously innovative, it is precisely those internal contradictions that make the company so successful and admired.

    It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced. With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited. In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.

    Today's increasingly fast pace of software development--as programmers make small changes to software one day only to undo them the next--has only heightened the problem; consecutive work on code or single-programmer software is a rare sight these days. Without careful attention to version control, concurrent and collaborative work can create more headaches than it solves. This is where Subversion comes into play.Written by members of the Subversion open source development team, Version Control with Subversion introduces the powerful new versioning tool designed to be the successor to the Concurrent Version System or CVS. CVS users will find the "look and feel" Subversion comfortably familiar, but under the surface it's far more flexible, robust, and usable, and more importantly, it improves on CVS's more notable flaws.The book begins with a general introduction to Subversion, the basic concepts behind version control, and a guided tour of Subversion's capabilities and structure. With thorough attention to detail, the authors cover every aspect of installing and configuring Subversion for managing a programming project, documentation, or any other team-based endeavor. Later chapters cover the more complex topics of branching, repository administration, and other advanced features such as properties, externals, and access control. The book ends with reference material and appendices covering a number of useful topics such as a Subversion complete reference and troubleshooting guide.Version Control with Subversion aims to be useful to readers of widely different backgrounds, from those with no previous experience in version control to experienced sysadmins. If you've never used version control, you'll find everything you need to get started in this book. And if you're a seasoned CVS pro, this book will help you make a painless leap into Subversion.