But when the ancient fae magic causes a disruption in reality, she’s unexpectedly pulled back in time to 1850. Kaitlyn is thrilled to spend time in the past and eager to try it all, including the harmless flirting with the wealthy men who visit Twickenham Manor. Though her mind belongs in the twenty-first century, as she spends time with a handsome Baronet she wonders if finding love in the past is really a possibility. Cyrus told himself the real reason he came to England was to help keep Kaitlyn safe as a promise to her mother, but he soon discovers that there’s more to his best friend’s younger sister than he remembers. When he finally gets a chance to explore where a relationship might lead, he finds himself in the past where there are others willing to sweep Kaitlyn off her feet. Will Kaitlyn give him a chance to prove his love, or will he lose out to a genuine Victorian gentleman?

    Significant numbers of poorly designed programs have been created by less-experienced developers, resulting in applications that are inefficient and hard to maintain and extend. Increasingly, software system professionals are discovering just how difficult it is to work with these inherited, non-optimal applications. For several years, expert-level object programmers have employed a growing collection of techniques to improve the structural integrity and performance of such existing software programs. Referred to as refactoring, these practices have remained in the domain of experts because no attempt has been made to transcribe the lore into a form that all developers could use... until now. In Refactoring: Improving the Design of Existing Software, renowned object technology mentor Martin Fowler breaks new ground, demystifying these master practices and demonstrating how software practitioners can realize the significant benefits of this new process.

    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.

    He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development.

    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.

    Every piece of the web application stack, from HTTP requests to browser-side scripts, comes with important yet subtle security consequences. To keep users safe, it is essential for developers to confidently navigate this landscape.In The Tangled Web, Michal Zalewski, one of the world's top browser security experts, offers a compelling narrative that explains exactly how browsers work and why they're fundamentally insecure. Rather than dispense simplistic advice on vulnerabilities, Zalewski examines the entire browser security model, revealing weak points and providing crucial information for shoring up web application security. You'll learn how to:Perform common but surprisingly complex tasks such as URL parsing and HTML sanitization Use modern security features like Strict Transport Security, Content Security Policy, and Cross-Origin Resource Sharing Leverage many variants of the same-origin policy to safely compartmentalize complex web applications and protect user credentials in case of XSS bugs Build mashups and embed gadgets without getting stung by the tricky frame navigation policy Embed or host user-supplied content without running into the trap of content sniffing For quick reference, "Security Engineering Cheat Sheets" at the end of each chapter offer ready solutions to problems you're most likely to encounter. With coverage extending as far as planned HTML5 features, The Tangled Web will help you create secure web applications that stand the test of time.

    If you've been put in charge of implementing cloud computing, this straightforward, plain-English guide clears up the confusion and helps you get your plan in place.You'll learn how cloud computing enables you to run a more green IT infrastructure, and access technology-enabled services from the Internet ("in the cloud") without having to understand, manage, or invest in the technology infrastructure that supports them. You'll also find out what you need to consider when implementing a plan, how to handle security issues, and more.Cloud computing is a way for businesses to take advantage of storage and virtual services through the Internet, saving money on infrastructure and support This book provides a clear definition of cloud computing from the utility computing standpoint and also addresses security concerns Offers practical guidance on delivering and managing cloud computing services effectively and efficiently Presents a proactive and pragmatic approach to implementing cloud computing in any organization Helps IT managers and staff understand the benefits and challenges of cloud computing, how to select a service, and what's involved in getting it up and running Highly experienced author team consults and gives presentations on emerging technologies Cloud Computing For Dummies gets straight to the point, providing the practical information you need to know.