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.

    He addresses many topics—what it means to be creative, how to find a mentor and serve as an apprentice, the wisdom of maintaining a creative network, coping with critics and the foibles of success, and the specific pitfalls of contemporary culture—all in the service of guiding admirers who have followed his career and newcomers not yet acquainted with his story. Whether discussing his own life or channeling the lessons he’s learned from forefathers such as George Clinton, collaborators like D’Angelo, or like-minded artists including Ava DuVernay, David Byrne, Björk, and others, Questlove speaks with the candor and enthusiasm that fans have come to expect. Creative Quest is many things—above all, a wise and wide-ranging conversation around the eternal mystery of creativity.

    But where do they come from? What kind of environment breeds them? What sparks the flash of brilliance? How do we generate the breakthrough technologies that push forward our lives, our society, our culture? Steven Johnson's answers are revelatory as he identifies the seven key patterns behind genuine innovation, and traces them across time and disciplines. From Darwin and Freud to the halls of Google and Apple, Johnson investigates the innovation hubs throughout modern time and pulls out the approaches and commonalities that seem to appear at moments of originality.

    Questioning—deeply, imaginatively, "beautifully"—can help us identify and solve problems, come up with game-changing ideas, and pursue fresh opportunities. So why are we often reluctant to ask "Why?"Berger's surprising findings reveal that even though children start out asking hundreds of questions a day, questioning "falls off a cliff" as kids enter school. In an education and business culture devised to reward rote answers over challenging inquiry, questioning isn't encouraged—and, in fact, is sometimes barely tolerated.And yet, as Berger shows, the most creative, successful people tend to be expert questioners. They've mastered the art of inquiry, raising questions no one else is asking—and finding powerful answers. The author takes us inside red-hot businesses like Google, Netflix, IDEO, and Airbnb to show how questioning is baked into their organizational DNA. He also shares inspiring stories of artists, teachers, entrepreneurs, basement tinkerers, and social activists who changed their lives and the world around them—by starting with a "beautiful question."Berger explores important questions, such as:- Why aren't we nurturing kids' natural ability to question—and what can parents and schools do about that?- Since questioning is a starting point for innovation, how might companies and business leaders begin to encourage and exploit it?- And most important, how can each of us re-ignite that questioning spark—and use inquiry as a powerful means to rethink and reinvent our lives?A More Beautiful Question outlines a practical Why / What If / How system of inquiry that can guide you through the process of innovative questioning—helping you find imaginative, powerful answers to your own "beautiful questions."

    

    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.

    As you d expect, there s accurate, clearly written coverage of every exam objective (now including Service Pack 1): installation and configuration; user, group, and computer accounts; filesystems and backup/recovery; hardware, disk storage, and printers; Update Services and licensing; monitoring, and more. The content s been extensively revamped and more effectively focused on the exam s objectives. There s also a large Prepare for the Test section packed with questions, answers, testing skills, and suggested practices. You ll find more case studies, more troubleshooting scenarios, electronic practice testing in practically any form your heart desires, and (if you don t have Windows Server handy) a 120-day evaluation version. There s even a 15% discount coupon for your exam -- making this package an even more compelling proposition. Bill Camarda, from the June 2006 href="http://www.barnesandnoble.com/newslet... Only

    Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive.He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.

    Good teaching, we believe, should be creatively tailored to the different learning styles of students and should use strategies that make learning easier. Make It Stick turns fashionable ideas like these on their head. Drawing on recent discoveries in cognitive psychology and other disciplines, the authors offer concrete techniques for becoming more productive learners.Memory plays a central role in our ability to carry out complex cognitive tasks, such as applying knowledge to problems never before encountered and drawing inferences from facts already known. New insights into how memory is encoded, consolidated, and later retrieved have led to a better understanding of how we learn. Grappling with the impediments that make learning challenging leads both to more complex mastery and better retention of what was learned.Many common study habits and practice routines turn out to be counterproductive. Underlining and highlighting, rereading, cramming, and single-minded repetition of new skills create the illusion of mastery, but gains fade quickly. More complex and durable learning come from self-testing, introducing certain difficulties in practice, waiting to re-study new material until a little forgetting has set in, and interleaving the practice of one skill or topic with another. Speaking most urgently to students, teachers, trainers, and athletes, Make It Stick will appeal to all those interested in the challenge of lifelong learning and self-improvement.

    She discusses important design strategies, interviews influential Web community-builders, and provides the reader with templates and questionnaires to use in building their own communities.

    Instead they shared with me their "career acumen" secrets, things they wished they had learned at school, but instead have had to learn the hard way..through years of experience. In this book, you will hear these leaders' secrets around: -Finding and using your superpowers , the qualities that make you completely unique and memorable - A script for how to negotiate your salary (in a non-aggressive way) and influence your managers and peers from day one - How to do that infamous "networking" thing everyone talks about, especially if you're not a networking event kind of person - How to have professional presence that sets you apart from everyone else - How to hit the ground running in the first 100 days and be the "rockstar" employee everyone talks about and wishes they could hire more of I've had all kinds of adventures during my 10 years of engineering at Microsoft but my absolute favorite thing has been building relationships, speaking to, and mentoring people (both in and out of the tech industry) on how to achieve their career goals while still being themselves. When I interviewed 25 tech leaders for advice on the questions I get over and over, I wanted to share it with more than just my mentees. This book is full of practical, do-today things as well as "scripts" and email templates that we have all actually used. Read the book and let's talk. I love reaching and meeting new people and you can now consider me “in your network” and I hope I can do the same for you. My best always, Dona

    In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job—and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss—clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs—you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship—including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, Managing Your Boss enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

    The force behind WordPress.com is a convention-defying company called Automattic, Inc., whose 120 employees work from anywhere in the world they wish, barely use email, and launch improvements to their products dozens of times a day. With a fraction of the resources of Google, Amazon, or Facebook, they have a similar impact on the future of the Internet. How is this possible? What's different about how they work, and what can other companies learn from their methods?To find out, former Microsoft veteran Scott Berkun worked as a manager at WordPress.com, leading a team of young programmers developing new ideas. "The Year Without Pants" shares the secrets of WordPress.com's phenomenal success from the inside. Berkun's story reveals insights on creativity, productivity, and leadership from the kind of workplace that might be in everyone's future.Offers a fast-paced and entertaining insider's account of how an amazing, powerful organization achieves impressive resultsIncludes vital lessons about work culture and managing creativityWritten by author and popular blogger Scott Berkun (scottberkun.com)"The Year Without Pants" shares what every organization can learn from the world-changing ideas for the future of work at the heart of Automattic's success.

    The result is a tremendous amount of time and money wasted due to wrong assumptions, lack of focus, poor communication of objectives, lack of understanding and misalignment with overall goals. There has to be a better way to deliver!This handbook is a practical guide to impact mapping, a simple yet incredibly effective method for collaborative strategic planning that helps organisations make an impact with software. Impact mapping helps to create better plans and roadmaps that ensure alignment of business and delivery, and are easily adaptable to change. Impact mapping fits nicely into several current trends in software product management and release planning, including goal-oriented requirements engineering, frequent iterative delivery, agile and lean software methods, lean startup product development cycles, and design thinking.Who is this book for?The primary audience of this book are senior people involved in building software products or delivering software projects, from both business and delivery sides. This includes business sponsors and those whose responsibilities include product ownership, project oversight or portfolio management, architecture, business analysis, quality improvement and assurance and delivery. - Business people assigned to software projects will learn how to communicate their ideas better.- Senior product or project sponsors will learn how to communicate their assumptions more effectively to delivery teams, how to engage delivery teams to make better strategic decisions, and how to manage their project portfolio more effectively.- Delivery teams that are already working under the umbrella of agile or lean delivery methods, and more recently lean startup ideas, will learn how to better focus deliverables and engage business sponsors and users.- Delivery teams moving to agile or lean delivery methods will get ideas on how to address some common issues with scaling these practices, such as creating a big picture view, splitting work into small chunks that still have business value and reporting progress more meaningfully.About the authorGojko Adzic is a strategic software delivery consultant who works with ambitious teams to improve the quality of their software products and processes. Gojko won the 2012 Jolt Award for the best book, was voted by peers as the most influential agile testing professional in 2011, and his blog won the UK Agile Award for the best online publication in 2010. To get in touch, write to gojko@neuri.co.uk or visit http://gojko.net.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.