krainaksiazek 10 most common estate planning 20167837
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Książki Obcojęzyczne>Angielskie>Medicine>Nursing & ancillary services>Nursing>Nursing specialties>Paediatric nursing
Care Planning In Children And Young People's Nursing Addresses A Selection Of The Most Common Concerns That Arise When Planning Care For Infants, Children And Young People Within The Hospital And Community Setting.
50 Simple Steps You Can Take to Disaster-Proof Your Finances: How to Plan Ahead to Protect Yourself and Your Loved Ones and Survive Any Crisis Bell Tower
Książki / Literatura obcojęzyczna
The best time to plan for trouble--the death of a spouse, the collapse of a business, the loss of your home--is before you're overwhelmed by it. This is especially important if you have a family or a small business or are beginning to save for your retirement. But what should you do first? In 50 Simple Steps You Can Take to Disaster-Proof Your Finances, money and real estate expert Ilyce Glink walks you step by step through the things you need to do to protect your family and your money so you can survive any crisis. Topics include: * Getting organized: What do you have and where is it? * Banking and credit: The credit, accounts, and emergency cash you need * Travel: Traveling safer--and for less money * Insurance and health: How to buy the important policies and save * Investments: Diversifying to help you weather the tough times * Family matters: Planning for your children's and aging parents' futures * Estate matters: Wills, living wills, and more * After the disaster: Finding the emergency aid you need In her friendly and easy-to-understand style, Ilyce Glink shows you how to avoid the ten most common mistakes people make in planning for their future, helps you add up the numbers with simple worksheets, and guides you to the leading websites for more information. With this indispensable guide, you'll know you've done the best you can do for yourself and your loved ones.
Natasha's Dance Penguin
Powieści i opowiadania
Can Two Rights Make a Wrong? IBM Press
Książki / Literatura obcojęzyczna
"This is the book for people who never get past page two of a management book-it is as close as the genre comes to being a compulsive page turner. Its main thesis is built on at least three big ideas that are individually persuasive and cumulatively compelling. They naturally fit into an alignment tool that is applied to the range of day-to-day and exceptional challenges all enterprises face, including the Holy Grail of transformational change." -Donald Macrae, general counsel and chief knowledge officer, Department for Environment, Food and Rural Affairs, England "Having been in the business of cultural transformation and alignment for many years, I've carefully looked for a thoughtful strategy and an intentional approach to bringing about healthy and thriving cultures. Can Two Rights Make a Wrong? is simply the best-it is the most thoughtful and practical work I've seen in this growing and critical area. This is a must buy!" -Dr. Ron Jenson, Future Achievement International, international author, speaker, and consulting and executive coach "Can Two Rights Make a Wrong? is a superb account of how to manage the 'soft side' of mergers and acquisitions, but it has great value for managing many other new business practices as well, such as Open Innovation. It provides a powerful, practical method to identify conflicts, develop alignment, and achieve effective coordination between two parties that would be tremendously helpful in a variety of collaborative contexts, such as alliances, research partnerships, or joint ventures. Moulton Reger and her colleagues at IBM should be congratulated for a thoughtful, insightful book." -Henry Chesbrough, professor at University of California Berkeley's Haas School of Business, author of Open Innovation "Numbers are neat and clean. Human beings are often messy and complex. If everyone in your organization knew what to do and when, how, where, and-most importantly-why to do it, how would your organizational culture be defined? The authors of Can Two Rights Make a Wrong? have introduced new ways to proactively address culture and, most importantly, tie it to bottom-line benefits." -James H. Amos, Jr., chairman emeritus, MBE/The UPS Store "This book is a must read for leaders hoping to change their organization's culture as well as those attempting to merge firms with uniquely different cultures. Moulton Reger's insights are grounded in theory and real-world experience. In this unique book, culture change is a complex concept broken down into bite-sized pieces and presented in a way that any leadership team can embrace at its own pace." -Merrill J. Oster, author of Vision Driven Leadership, founder Oster Communications, Inc. "Here at last is a business book that takes culture seriously and isn't intimidated by it. The method described can be used with practically any type of business problem in any industry, and the book does an excellent job of drawing on research and theory while keeping the focus practical. The three elements of Outcome Narratives, Right vs. Right, and Business Practices are significant ideas in their own right-each is a unique insight. All three ideas have been around in various guises for several years, but have not been as well crystallized or as focused on complex business problems as they are in this book. The authors' achievement is extraordinary and goes a long way toward making the juicy idea of culture something to be built on and worked with." -Peter Vaill, professor, Antioch University "The Achilles heel for any major organizational change is that organization's culture. In every change, consultants talk about culture, but few provide specific sequential steps designed to actually do anything about it. This book provides such steps, and provides them in ways that makes sense. 'Makes sense' is the key because the steps provided can be easily adapted to virtually any organization, large or small." -George Falldine, Air Force civil servant, Air Force Materiel Command "Sara Moulton Reger is one of the premier organizational design consultants in the country, and this book reflects her in-depth knowledge of and experience with the subject matter. This book is essential reading for those striving to achieve greater results from ongoing change initiatives. Can Two Rights Make a Wrong? contains a broad range of concepts, examples, and specific steps culled from Moulton Reger's direct experience. Such a complete presentation of strategic and tactical advice makes Can Two Rights Make a Wrong? a mandatory addition to every manager's bookshelf." -Steven Bragg, CPA, author of twenty-eight business books, CFO of Premier Data Services "This is a serious book that gives intelligent guidance to anyone who leads an organization and takes creating and managing culture seriously. The section on Outcome Narratives is the best 'how to' on casting a unifying vision that I have seen. If you're a leader and take your role in creating and managing corporate culture seriously, then you should read this book." -Regi Campbell, principal, Seedsower Investments, author of About my Father's Business "I don't read most 'culture change' books-waste of time. This book is different. Can Two Rights Make a Wrong? combines both soft and hard approaches, with a continuous focus on how-to and results. Buy it. But, more importantly, read it." -Jack Grayson, founder and chairman, American Productivity and Quality Center (APQC) "We used Right vs. Right to help integrate an important acquisition-one that brought many differences we needed to carefully leverage to achieve IBM's business objectives. I found it to be a powerful technique for quickly reconciling strategic views of the business model and different operating preferences. Now, a few months later, we have the business results-and employee satisfaction-to prove Right vs. Right works." -Jim Corgel, general manager, Small and Medium Business Services, IBM "Leaders wouldn't think about doing a major project without a plan and a project manager, but how many consider the cultural implications? This book fills a key void because it clarifies the topic of culture so that it is easier to understand, and includes examples for applying the framework to many types of situations, including business-to-business alliances and crossgeography teams." -Cindy Berger, vice president, American Express "There is no question that the biggest hurdle to achieving a successful merger is culture. Market opportunities may be staggering and synergies may seem perfect, but, without a cultural match, odds are the merged company will struggle. Can Two Rights Make a Wrong? can help you avoid the problems. Even if you are not contemplating a merger, Moulton Reger's deep insight provides an excellent management primer and interesting historical perspective. A worthwhile read." -John R. Patrick, author of Net Attitude, president of Attitude LLC "This is an excellent book that provides a pragmatic approach to identifying and alleviating cultural issues created when two groups of people must work together. Effectively blending business cultures is a key requirement for successful outsourcing, and most companies lack the tools necessary to do this. Companies looking to reduce outsourcing risk should follow IBM's Tangible Culture approach." -Lance Travis, vice president, Outsourcing Strategies, AMR Research "This book will help leaders and cultural-change practitioners take a practical, well-architected approach to creating the culture they need to support their strategies. Thanks, IBM, for sharing what you have learned from your own transformation." -Valerie Norton, vice president, Talent Management and Organizational Effectiveness, Merck & Co., Inc. "Based on IBM's own experience with organizational transformation and mergers, this book belongs on the reading list of any executive contemplating major changes to their business." - Peter Richerson, professor, University of California Davis - "Finally, a book that goes beyond just declaring 'it's the culture change' and gets to a real recount of why and how to move on that need. This is a practical approach for senior leaders in large corporations and government to address the most pressing issues in modern business life!" -Kenneth I. Percell, executive director, Warner Robins Air Logistic Center "I like the way the authors move the idea of organization culture from intangible (values) to tangible and practical. They offer that culture can be viewed and changed by examining and discussing what people do. Using the techniques described in Can Two Rights Make a Wrong? will demystify culture clash." -Lynda Aiman-Smith, Ph.D., North Carolina State University "A must read for leaders charged with planning and executing major change initiatives involving a single organization or multiple organizations. The book is original, thoughtful, thorough, and pragmatic. The elements of Can Two Rights Make a Wrong? and their interrelationships that work to drive successful change are particularly beneficial. The authors demonstrate a hands-on grasp of this important subject and the related literature. The material is presented in a concise, easy-to-understand format, with lots of tables, charts, and illustrations to help guide the reader." -Stephen W. Brown, Edward M. Carson chair in services marketing, professor and executive director, Center for Services Leadership, W. P. Carey School of Business, Arizona State University "Many have observed that mergers and acquisitions will fail to achieve their goals without proper attention to human and cultural factors, but few have shown us the way to manage these factors in any meaningful way. This book takes up that challenge and delivers a real solution by identifying business practices as the crucial element of 'culture' that can make or break a merger or acquisition, and by providing a hands-on methodology for managing and aligning differences across cultures." -Marietta Baba, dean of the College of Social Science, professor of Anthropology, Michigan State University "Sara Moulton Reger's application of Business Practices, Right-vs. Right, and Outcome Narratives to business transformation spoke directly to my own business experience. I found the book's comprehensive approach very appealing. It brought together the story of a historic merger; a review of traditional approaches to culture transformation in business organizations; the powerful new techniques of Outcome Narratives, Right vs. Right, and Business Practices Alignment; and useful examples of the way to apply these techniques." -Dwight E. Collins, Ph.D., adjunct professor, Presidio School of Management, sustainable business and supply chain optimization consultant, president, Collins Family Foundation "We know unsuccessful mergers and acquisitions are often the result of underestimating the people and the cultural issues. Derived from experience, here is practical help in improving your chances of being one of the success stories." -David Hope, human resources director, Norwich Union Insurance "This is state-of the-art. This practical approach is extremely useful for anyone involved in integrating two large organizations, especially professional organizations. I found the book Can Two Rights Make a Wrong? fascinating-excellently describing the preparation and process that is required in integrating culturally different organizations." -Fred WI Lachotzki, professor of business policy, Nyenrode University, coauthor of Beyond Control: Managing Strategic Alignment through Corporate Dialogue Nowadays, nearly every business leader recognizes the crucial importance of culture. But, in many organizations, attempts to handle culture issues remain "squishy," unfocused, and unlikely to bring any value or results. Now, IBM's leading experts reveal the way to make culture tangible to everyone involved-and how to effectively deal with a variety of culture challenges. Can Two Rights Make a Wrong? leverages the lessons learned during IBM's $3.5 billion acquisition of PricewaterhouseCoopers Consulting: insight that IBM has crystallized into a powerful methodology for transforming business culture. The authors introduce "Business Practices," an actionable surrogate for "culture" that business people can identify with, gauge, and act upon. Then, one step at a time, you'll learn how to apply IBM's practical culture transformation techniques in your unique environment. You'll discover common patterns that lead to culture clashes so you can resolve or, better yet, prevent them. You'll learn to clarify your expectations so people really "get" it-and do it. You'll gain the way to measure culture change progress in terms everyone can understand and buy into. Whether you're involved with M&As, joint ventures, major transformation, internal restructuring, or any other initiative where culture is important, this book can help you take culture from a worrisome risk to a competitive advantage. *Business Practices: the unseen hand that propels action Uncover what makes your organization unique *Right vs. Right: What to do when good options conflict Understand and manage the source of culture clash *Outcome Narratives: Get to the right place, the right way Clarify your desired future, clear the obstacles, measure progress, and deliver results Successful culture change requires the same discipline you bring to the rest of your business. It demands a strong methodology that helps you clarify your goals and expectations, identify and overcome obstacles, measure progress...and get results. This book delivers that methodology. IBM's powerful, proprietary Tangible Culture approach will help you make culture visible and measurable- so you can replace "feel good" culture work with focused, actionable plans for change. Use IBM's techniques to surface, understand, and reconcile differences among groups that must work together, so you can launch alliances more successfully...drive more value from acquisitions...enhance cross-silo and global operations...choose the right strategies...and make real transformation happen. Whatever your goals, culture is central to your success. With this book, you can finally address culture-systemically, proactively, and effectively. Leverage IBM's Breakthrough Methodology for Driving Effective Culture Change * Drive real culture change, survive the effort, and reap genuine results * Overcome culture challenges and risks * Successfully execute on M&As, business alliances, transformation and internal restructuring * Use downloadable templates to customize IBM's techniques for your environment * Learn what IBM learned from its $3.5 billion acquisition of PricewaterhouseCoopers Consulting Foreword xxi Preface xxiii Acknowledgments xxv About the Author xxvii Contributing Authors xxix Section I: The Basics 1 Chapter 1: Introduction-An Overview of Tangible Culture 3 Chapter 2: We Can't Do This the Traditional Way-IBM's Acquisition of PricewaterhouseCoopers Consulting 17 Chapter 3: Traditional Approaches to Culture Transformation-How Others Have Dealt with the Challenge 33 Chapter 4: How to Get to the Right Place the Right Way-Outcome Narratives 49 Chapter 5: The Good Thing That Can Cause Big Trouble-Right vs. Right 67 Chapter 6: The Unseen Hand That Propels Organizational Action-Business Practices 85 Chapter 7: Putting It All Together-The Business Practices Alignment Method 103 Section II: The Application 119 Chapter 8: Mergers and Acquisitions- Managing the Common Sources of Culture Clash 121 Chapter 9: Alliances-Finding Ways to Leverage Your Collective Capabilities 143 Chapter 10: Major Restructuring-Gaining Sustained Value from Your Reorganization 163 Chapter 11: Major Transformation-Addressing Your Plan's Hidden Barrier 181 Chapter 12: Key Decisions and Everyday Business-Extending Tangible CultureInto the Operational Parts of Your Business 203 Section III: The Projects 225 Chapter 13: The Co-operators-Using Business Practices to Clarify Expectations 227 Chapter 14: Sales Pipeline-Using Right vs. Right to Differentiate Issues 241 Epilogue 251 Appendix: About the Contributors 255 Index 268
Concise Encyclopedia of Investing Haworth Press
This A-to-Z reference provides clear, concise explanations of basic as well as more advanced investment terms to help even the most unsophisticated newcomer. This unique user-friendly handbook presents not only simple, brief explanations of various investing terms and concepts, but also a short discussion on each as to how it applies in everyday life. "The Concise Encyclopedia of Investing" clears the mysteries behind the foundations of investing, giving newbies solid information they can use to explore investment possibilities. Retirement terminology, market terminology, portfolio techniques, tax information, and investment options are explained using plain language to quickly answer often-asked questions. The book discusses basic terms such as common and preferred stocks, bonds, and capital gains, as well as more complex terms and concepts such as P/E ratio and pass-through security. Helpful lists of reference books and various online investment resources provide opportunities for investors to easily find more detailed information about specific topics. "The Concise Encyclopedia of Investing" includes explanations with everyday examples of basic and more complex concepts and terms such as: 401K; 403B; annuities; asset allocation; capital gains; commodities; convertibles; estate planning; face value; future value investments; guaranteed investment contract (GIC); hedge funds; index funds; marketing timing; money market fund (MMF); non qualified retirement plans; open end funds; option contract; pass-through security; precious metals; Present Value Investments; P/E Ratio; PPI; REIT; Real Rate of Return; ROE; statements of retained earnings; STRIPS; systematic risk; UIT; variable annuities; yield-to-maturity; and zero coupon securities. "The invaluable Concise Encyclopedia of Investing" is perfect for anyone grappling with investment terminology. This reference is sure to become an indispensable desktop resource for any new investor.
Wiedza o społeczeństwie Ciekawi świata / Odkrywamy na nowo LO kl.1-3 ćwiczenia / zakres podstawowy - Telicka-Bonecka Antonina, Bonecki Jarosław
Książki & Multimedia > Książki
Opis - Zeszyt ćwiczeń do wiedzy o społeczeństwie dla uczniów szkół ponadgimnazjalnych do serii Ciekawi świata i do serii Odkrywamy na nowo. Nazwa - Wiedza o społeczeństwie Ciekawi świata / Odkrywamy na nowo LO kl.1-3 ćwiczenia / zakres podstawowy Autor - Telicka-Bonecka Antonina, Bonecki Jarosław Oprawa - Miękka Wydawca - Operon Kod ISBN - 9788376807140 Kod EAN - 9788376807140 Rok wydania - 2012 Język - polski Seria wydawnicza - Ciekawi świata Format - 16.5x23.5cm Ilość stron - 96 Szkoła - Szkoła średnia Typ podręcznika - Podręcznik Przedmiot - Wiedza o społeczeństwie Podatek VAT - 5% Premiera - 2012-10-30
Agile Adoption Patterns PEARSON
Książki / Literatura obcojęzyczna
Proven Patterns and Techniques for Succeeding with Agile in Your Organization Agile methods promise to help you create software that delivers far more business value-and do it faster, at lower cost, and with less pain. However, many organizations struggle with implementation and leveraging these methods to their full benefit. In this book, Amr Elssamadisy identifies the powerful lessons that have been learned about successfully moving to agile and distills them into 30 proven agile adoption patterns. Elssamadisy walks you through the process of defining your optimal agile adoption strategy with case studies and hands-on exercises that illuminate the key points. He systematically examines the most common obstacles to agile implementation, identifying proven solutions. You'll learn where to start, how to choose the best agile practices for your business and technical environment, and how to adopt agility incrementally, building on steadily growing success. Next, he presents the definitive agile adoption pattern reference: all the information you need to implement the strategy that you've already defined. Utilizing the classic pattern format, he explains each agile solution in its proper context, revealing why it works-and how to make the most of it. The pattern reference prepares you to * Understand the core drivers, principles, and values associated with agile success * Tightly focus development on delivering business value-and recognize the "smells" of a project headed off track * Gain rapid, effective feedback practices: iteration, kickoff and stand-up meetings, demos, retrospectives, and much more * Foster team development: co-location, self-organization, cross-functional roles, and how to bring the customer aboard * Facilitate technical tasks and processes: testing, refactoring, continuous integration, simple design, collective code ownership, and pair programming * Act as an effective coach, learning to engage the community and promote learning * Integrate "clusters" of agile practices that work exceptionally well together Agile Adoption Patterns will help you whether you're planning your first agile project, trying to improve your next project, or evangelizing agility throughout your organization. This actionable advice is designed to work with any agile method, from XP and Scrum to Crystal Clear and Lean. The practical insights will make you more effective in any agile project role: as leader, developer, architect, or customer. Foreword xxiii & xxvi Preface xxvii Acknowledgments xxxiii About the Author xxxvii Part 1: Thoughts about Software Development 1 Chapter 1: Learning Is the Bottleneck 3 Chapter 2: Personal Agility for Potent Agile Adoption 13 Part 2: Crafting an Agile Adoption Strategy 21 Chapter 3: Business Value 23 Chapter 4: Smells 29 Chapter 5: Adopting Agile Practices 37 Part 3: The Pattern Catalog 53 Chapter 6: The Patterns of Agile Practice Adoption 55 Chapter 7: Goal 61 Chapter 8: Cycle 65 Part 3.1 : Feedback Practices 69 Chapter 9: Iteration 71 Chapter 10: Kickoff Meeting 77 Chapter 11: Backlog 81 Chapter 12: Planning Poker 87 Chapter 13: Stand-Up Meeting 93 Chapter 14: Done State 99 Chapter 15: Demo 103 Chapter 16: Retrospective 109 Chapter 17: Release Often 115 Chapter 18: Co-Located Team 119 Chapter 19: Self-Organizing Team 125 Chapter 20: Cross-Functional Team 131 Chapter 21: Customer Part of Team 137 Chapter 22: Evocative Document 143 Chapter 23: User Story 149 Chapter 24: Use Case 153 Chapter 25: Information Radiator 157 Part 3.2: Technical Practices 161 Chapter 26: Automated Developer Tests 163 Chapter 27: Test-Last Development 173 Chapter 28: Test-First Development 177 Chapter 29: Refactoring 183 Chapter 30: Continuous Integration 189 Chapter 31: Simple Design 197 Chapter 32: Functional Tests 203 Chapter 33: Collective Code Ownership 219 Chapter 34: Pair Programming 223 Part 3.3: Supporting Practices 229 Chapter 35: Coach 231 Chapter 36: Engage the Community 235 Chapter 37: Reading Circle 239 Chapter 38: Workshop 245 Chapter 39: Classroom Training 249 Part 3.4 : The Clusters 255 Chapter 40: Agile Iteration 257 Chapter 41: Communication Cluster 263 Chapter 42: Evolutionary Design 269 Chapter 43: Test-Driven Development 277 Chapter 44: Test-Driven Requirements 285 Part 4: Case Studies 293 Chapter 45: BabyCenter 295 Chapter 46: Company X 305 Part 5: Appendices 321 Appendix A: Pattern to Business Value Mappings 323 Appendix B: Pattern-to-Smell Mappings 325 Appendix C: Getting the Most from Agile Practice Patterns 327 Appendix D: Further Reading 331 Bibliography 333 Index 339
Scaling Software Agility Addison-Wesley Educational Publishers Inc
Książki / Literatura obcojęzyczna
"Companies have been implementing large agile projects for a number of years, but the 'stigma' of 'agile only works for small projects' continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell's book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell's book is a necessary guide for large projects and large organizations making the transition to agile development." -Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management"There's tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwell's observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: he's been there, done that, and has seen what's worked." -Grady Booch, IBM Fellow Agile development practices, while still controversial in some circles, offer undeniable benefits: faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development. * Part I provides an overview of the most common and effective agile methods. * Part II describes seven best practices of agility that natively scale to the enterprise level. * Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale. This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale. Foreword Preface Acknowledgments About the Author Part I: Overview of Software Agility Chapter 1: Introduction to Agile Methods Chapter 2: Why the Waterfall Model Doesn't Work Chapter 3: The Essence of XP Chapter 4: The Essence of Scrum Chapter 5: The Essence of RUP Chapter 6: Lean Software, DSDM, and FDD Chapter 7: The Essence of Agile Chapter 8: The Challenge of Scaling Agile Part II: Seven Agile Team Practices That Scale Chapter 9: The Define/Build/Test Component Team Chapter 10: Two Levels of Planning and Tracking Chapter 11: Mastering the Iteration Chapter 12: Smaller, More Frequent Releases Chapter 13: Concurrent Testing Chapter 14: Continuous Integration Chapter 15: Regular Reflection and Adaptation Part III: Creating the Agile Enterprise Chapter 16: Intentional Architecture Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration Chapter 18: Systems of Systems and the Agile Release Train Chapter 19: Managing Highly Distributed Development Chapter 20: Impact on Customers and Operations Chapter 21: Changing the Organization Chapter 22: Measuring Business Performance Conclusion: Agility Works at Scale Bibliography Index
Książki / Literatura obcojęzyczna
With PowerPivot, Microsoft brings the power of Microsoft's business intelligence tools to Excel and SharePoint users. Self-service business intelligence today augments traditional BI methods, allowing faster response time and greater flexibility. If you're a business decision-maker who uses Microsoft Office or an IT professional responsible for deploying and managing your organization's business intelligence systems, this guide will help you make the most of PowerPivot. Professional Microsoft PowerPivot for Excel and SharePoint describes all aspects of PowerPivot and shows you how to use each of its major features. By the time you are finished with this book, you will be well on your way to becoming a PowerPivot expert. This book is for people who want to learn about PowerPivot from end to end. You should have some rudimentary knowledge of databases and data analysis. Familiarity with Microsoft Excel and Microsoft SharePoint is helpful, since PowerPivot builds on those two products. This book covers the first version of PowerPivot, which ships with SQL Server 2008 R2 and enhances Microsoft Office 2010. It provides an overview of PowerPivot and a detailed look its two components: PowerPivot for Excel and PowerPivot for SharePoint. It explains the technologies that make up these two components, and gives some insight into why these components were implemented the way they were. Through an extended example, it shows how to build a PowerPivot application from end to end. The companion Web site includes all the sample applications and reports discussed. What This Book Covers After discussing self-service BI and the motivation for creating PowerPivot, the book presents a quick, end-to-end tutorial showing how to create and publish a simple PowerPivot application. It then drilsl into the features of PowerPivot for Excel in detail and, in the process, builds a more complex PowerPivot application based on a real-world case study. Finally, it discusses the server side of PowerPivot (PowerPivot for SharePoint) and provides detailed information about its installation and maintenance. Chapter 1, "Self-Service Business Intelligence and Microsoft PowerPivot," begins Part I of the book. This chapter describes self-service BI and introduces PowerPivot, Microsoft's first self-service BI tool. It provides a high-level look at the two components that make up PowerPivot - PowerPivot for Excel and PowerPivot for SharePoint. Chapter 2, "A First Look at PowerPivot," walks you through a simple example of creating a PowerPivot application from end to end. In the process, it shows how to set up the two components of PowerPivot, and describes the normal workflow of creating a simple PowerPivot application. Chapter 3, "Assembling Data," starts off Part II of the book, and explains how to bring data into PowerPivot from various external data sources. It also introduces the extended example that you will build in this and subsequent chapters. Chapter 4, "Enriching Data," shows how to enhance the data you brought into your application by creating relationships and using PowerPivot's expression language, Data Analysis Expressions (DAX). Chapter 5, "Self-Service Analysis," describes how to use your PowerPivot data with various Excel features, such as PivotTables, PivotCharts, and slicers to do analysis. Chapter 5 also delves further into DAX, showing how to create and use DAX measures. Chapter 6, "Self-Service Reporting," shows how to publish your PowerPivot workbook to the server side of PowerPivot (PowerPivot for SharePoint), and make use of its features to view and update PowerPivot reports. It also shows how to use the data in a PowerPivot workbook as a data source for reports created in other tools such as Report Builder 3.0 and Excel. Chapter 7, "Preparing for SharePoint 2010," is the first chapter in Part III of the book. It describes the components of SharePoint 2010 that are relevant for PowerPivot, and looks at how PowerPivot for SharePoint interacts with those components. Chapter 8, "PowerPivot for SharePoint Setup and Configuration," provides instructions on how to set up and configure a multi-machine SharePoint farm that contains PowerPivot for SharePoint. Chapter 9, "Troubleshooting, Monitoring, and Securing PowerPivot Services," gives tips on how to troubleshoot PowerPivot for SharePoint issues. It also shows how to monitor the health of your PowerPivot for SharePoint environment, and discusses relevant security issues. Chapter 10, "Diving into the PowerPivot Architecture," describes at a deeper level the architecture of PowerPivot, both client and server. It also explains the Windows Identity Foundation and discusses the use of Kerberos in the context of PowerPivot for SharePoint. Chapter 11, "Enterprise Considerations," talks about common PowerPivot for SharePoint enterprise considerations: capacity planning, optimizing the environment, upgrade considerations, and uploading performance. Appendix A provides instructions for setting up the data sources that are used to build the SDR Healthcare extended example in Chapters 3 through 6. Additionally, two "bonus" elements are available online at this book's companion Web site: Appendix B is a comprehensive DAX reference that describes all the DAX functions and provides code snippets that show how to use them. A special chapter describes real-world scenarios in which PowerPivot is used to solve common problems.
Succeeding with SOA Addison-Wesley Educational Publishers Inc
Książki / Literatura obcojęzyczna
"Like so many acronyms in public currency, SOA means many different things to different people. Paul Brown deftly avoids getting caught in the trap of overstating the case for SOA. Instead, he brings the topic skillfully into focus, zeroing in on the concepts that must be understood in order to be effective. Paul's purpose, as I've found so often in his presentations and conversations, is to get to the core of real-world architectural issues that make the difference between success and failure. Paul doesn't sit in an ivory tower pontificating; he gets right down to the critical issues in order to develop effective real-life strategies." --From the Foreword by Jonathan Mack, Senior Technical Architect, Guardian Life Insurance Company "As Paul Brown explains in this fine book, there is more to software development than just writing code. Successful software requires deep thought and strategy. It requires the coordination and marshalling of the resources and intellect of the entire company, both business and IT. I learned much from reading his manuscript and heartily endorse the finished book." --Dr. Michael Blaha, author and industrial consultant "Paul Brown has provided a practical and actionable guide that will illuminate the way for Business and IT Leaders involved in IT strategy, planning, architecture, and project management. A successful adoption of SOA will touch every aspect of the business and change the way IT does business. This book does a good job of describing the organizational challenges and risks and providing suggestions to manage them. It also dives deeply into the architectural techniques that can be employed in order to align the service architecture with the business, thus providing maximum benefit and continued funding for your SOA transformation." --Maja Tibbling, Lead Enterprise Architect, Con-way Enterprise Services "Succeeding with SOA achieves where most books on service-oriented architectures fail. It accurately describes what practitioners are seeing, as well as why, and gives them practical examples through case studies and instruction. Most useful both for those about to take the plunge and those who are already soaking." --Charly Paelinck, Vice President, Development and Architecture, Harrah's Entertainment "This book is a must-read for architects and SOA practitioners. It provides an important foundation for a SOA strategy. Brown emphasizes the importance of aligning services with their business processes, building capabilities using strong enterprise architecture standards, and ensuring an effective governance process. The book promotes the notion of mutual dependency between managing a business using business processes and managing its IT with SOA. By aligning the two paradigms, a business can become more agile, able to adapt to change both quickly and economically. This is the promise of SOA." --Sunny Tara, Director, IT, Enterprise Architecture and Services, Harrah's Entertainment Getting a Desired Business Return on Your Service-Oriented Architecture (SOA) Investment Today, business processes and information systems are so tightly intertwined that they must be designed together, as parts of a total architecture, to realize enterprise goals. In Succeeding with SOA, Paul Brown shows how service-oriented architectures (SOAs) provide the best structure for such integration: clean, well-defined interfaces between collaborating entities. But even SOAs need to be correctly understood and implemented to avoid common failures. Drawing on decades of experience, Dr. Brown explains what business managers and IT architects absolutely need to know--including critical success factors--to undertake this essential work. Coverage includes * Setting clear and reasonable expectations for SOA's benefits * Understanding why conventional project management techniques don't scale to today's enterprise-wide projects * Defining a living roadmap for developing services based on business priorities * Establishing coherent leadership that brings together business executives, IT leaders, and the SOA architecture group * Using Total Architecture Synthesis (TAS) to rapidly develop business processes and information systems together * Understanding the central role of architecture--and making sure the right architectural decisions get made Whether you're a business or technical leader, this book will help you plan, organize, and execute SOA initiatives that meet or exceed their goals--now, and for years to come. List of Figures List of Tables Foreword Preface PART I. Building Your SOA Chapter 1: The SOA Challenge Chapter 2: Business Process Pitfalls Chapter 3: Business Systems Pitfalls Chapter 4: SOA: More Than Services Chapter 5: Keys to SOA Success Chapter 6: Organizing for SOA Success Chapter 7: SOA Project Leadership Chapter 8: SOA Enterprise Leadership Chapter 9: Agile SOA Development PART II. Managing Risk Chapter 10: Responsibility and Risk in Business Processes Chapter 11: Managing Project Risk Chapter 12: Investing Wisely in Risk Reduction Chapter 13: Managing SOA Risks Afterword Index
Książki Obcojęzyczne>Angielskie>Earth sciences, geography, environment, planning>Geography>Cartography, map-making & projectionsKsiążki Ob...
Mapmaking Fulfills One Of Our Most Ancient And Deep Seated Desires Understanding The World Around Us And Our Place In It. However The Maps In This Book Do Not Only Show Oceans And Continents But Realms Even Outside Our Comprehension. What They All Have In Common Is The Creator's Desire To Go Beyond The Boundaries Of Geography.
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