economics-software

Culture matters - that is surely the case, but the issue is whether it matters in the specific ways posited by this book, and it is not at all clear that it does. Setting aside the problematic nature of the notion of "national" culture in multiethnic societies (plus issues of class, generation etc.), Hofstede argues on the basis of surveys given to IBM employees circa. 1970 that national cultures can be understood along four (or possibly five) dimensions. He has a tendency to invoke anecdotes as ex post rationalizations of whatever statistical result he obtains. Although Hofstede must be given his due as a pioneer in this field, subsequent research attempting to validate this analysis has yielded mixed results, and by and large Hofstede's IBM data has been superseded by the more extensive World Values Survey data. Readers with a more scientific bent who want to examine in detail the evidence that underlies (or does not underlie) the arguments that Hofstede makes are directed to the companion volume, "Culture's Consequences." Nevertheless, it is a fast and easy read, presumably one of its attractions in management courses.

Together with Nancy Adler's 'International dimensions' is one of the best sources of cross-cultural social and business behaviour.In some points, the jargon is excessive though. Highly recommendable for cross-cultural analysts.

This book is excellent on showing how countries and states where influenced by each other. The only problem I had with it was it was a college level book and I am still in high-school. So i did have to go back and reread paragraphs every so often. But this book asks many important questions and gives great insight on how and why the different world cultures spread.

On the positive side, this book has many excellent case studies and examples. It is well written and interesting. However, I was disappointed, as I was expecting use of Excel to rigorously solve decision making and data analysis problems. The focus of the book is mostly traditional statistics solved using a group of commercial add-ins for Excel. If this is what you want, then the book would get five stars. However, for data analysis and decision making, I think a more thorough treatment using Excel without relying so much on the add-ins would have been appropriate.

The text book is great. I have many of Winston's other books and they are all great. The Palisade stuff works just fine. However, the StatPro Addin that accompanies this text does not work with MS Excel 2000. I contacted the IT guy that the authors directed me to--he was stumped. He just gave up and suggested I return my book for a refund because he could not figure out it out. Again, the book is great but the StatPro Addin sucks!

I find the text and software a useful set of tools. It assumes familiarity with basic statistics and Excel, and builds on them to develop a powerfull ability to analize data and make decisions from it. I experienced no trouble with the software install or operation.

My instructor for this course was not a good teacher, but the text in this book was so crystal clear, it helped get me an A.

The book was brand new and shipped within five days.

I am teaching Management Accounting to the students of MBA and professional bodies for the last 21 years and have critically studied some of the best available text books on the subject. This book is very well written and covers the major topics. It is an outstanding book particularly for beginners and MBA students for a one semister course. The author has proovided good illustrations and a variety of exercises and problems at the end of chapter. However those who wish to specialise in Managerial Accounting need additional readings. I adopted this book for MBA students since its 1st edition was published. At present I have adopted the 5th edition which has been revised in line with the changing environment. Majority of the students have very much appreciated this book because it is easy to understand. I have observed that some students of professional bodies are also referring to this book for reference purpose.
This review pertains to the 5th International edition.

This is definitely a book for first time tech manager. I was hoping to get a lot more techniques to become a successful tech leader instead of just a manager.

There are two potential audiences for this book - those who have scars earned from projects and jobs and will get the message the author is conveying and those who are looking for easy answers and just won't get it.

For the first group this book will reinforce past experiences because the author distills all of what's best in the way of practices into a slim, well written book. What's nice is the wisdom is tied to life cycle stages so you can relate the team building practices to past experiences at a particular point in a project or the functional area in which you participated.

The second group won't get it because they are the people who are destined to remain second tier professionals. You can spot them because they are always looking for a silver bullet or waiting for someone to tell them what to do next. This book will go over their heads because the answers that the author provides requires reasoning and thought.

If you're in the first group you'll find this book to be a wonderful read and an inspiring text that will motivate you to continually improve. You're either a leader of have definite leadership material. If you are the type who expects a book to spell it out for you, stick with coding, doing moves/adds/changes or whatever it is you do and buy "101" and "For Dummies" books. This one will go right over your head.

This is the second book I've read (and reviewed) by Mr. Ginac. He is a master at packing a maximum amount of information and wisdom into books with minimal page counts. This requires real talent on the author's part and I, for one, appreciate it when I can improve my professional knowledge with a book that can be read in one sitting.

This book is about project management, development processes and leadership, all of which are interwoven into seven succinct chapters. The parts of this book that I especially liked are: (1) The sensible and business-oriented approach to requirements in Chapter 1. This is a recipe for success and encapsulates some of the best practices I've come across in a single short chapter. (2) The focus on team building and leadership that is given in Chapters 2 through 4 and 6. I've endured poor leadership and have had the pleasure of working for some of the best in my 25 years of experience, so I have a good feel for what works and what doesn't. These three chapters capture all of the good examples that have taken me a quarter of a century to discover, and provides some of the best advice and guidance you'll find in any book. (4) The chapter on planning, like the others, distills into a few short pages some of the best advice a project manager or team leader should carefully heed. Like the body of the book, the appendix is rich with information that is crammed into a short page count.

I'm obviously a fan of Mr. Ginac, due in no small part to this book. If you read this one and want more I highly recommend that you read Customer Oriented Software Quality Assurance, which is also short, informative and well written. 5 stars for this one!

As an undergrad taking his first finance class, I have have found this book to be quite useful. The concepts are explained in simplified, less-complicated ways and make reading each chapter less frustrating than perhaps some others (compared to some of the econ texts that I have had to use!).

It is well-written, concise, and employs some very straightforward, easy-to-follow graphs/diagrams. Also, both the formulas and the exercises at the end of each chapter are quite useful.

The only reason that I did not give it a 5-star rating is because some of the chapters did not use enough "real-world examples" or hypothetical situations in some of the more challenging lessons. This might better aid those students who are new to finance or simply need another angle to better grasp the idea.

Delivery was terrific. I received the book 6 days after I ordered it and it's brand new!

This book is very easy to follow and serves as a good reference for more advanced finance classes.

Rama Dev Jager and Rafael Ortiz present an excellent series of 16 interviews with the digital world's most successful leaders: Bill Gates, Steve Jobs, T.J. Rodgers, Gordon Eubanks, Steve Case, Scott Cook, Sandy Kurtzig, John Warnock, Charles Geschke, Michael Dell, Charles Wang, Andy Grove, Trip Hawkins, Ed McCracken, Ken Olsen, and Bill Hewlett. Each interview begins with a brief history of how each person founded a company and produced groundbreaking change in the digital industry. These pioneers answer many probing questions about their achievements, visions for the future of electronic technology, and tips for success. Their interview responses are highly informative and engaging. The book is thoughtfully written and well edited. Although much of its advice will be familiar to experienced marketers, managers, and executives, we [...] recommend it to them because of the useful and interesting inside look at the techniques and insights these industry leaders employed to such successful results.

This is truly an excellent book, with great insights into the minds of the technology elite -- the questions are great, and the answers from these CEOs are even better! I learned a lot from reading and rereading this book, and the Q&A made the book very fun to read. If you are planning a career in high-tech, this book will be worthwhile.

Steve Jobs interview is well worth the price of the book. Fortunately, the insights don't stop there. T.J. Rodgers, Charles Wang, Gordon Eubanks, Steve Case, and so on are incredibly interesting people. The most boring interviews would probably have to be Andy Grove and Bill Gates! These visionaries are true role models in business and in life. Their conviction and their passion truly speaks volumes. I learned more reading this book then any marketing or finance course I have taken so far. Nothing compares to this book. I would love to see a sequal with Larry Ellison, Scott McNealy, Lou Gerstner, etc. Well worth the price of admission.

This book is enjoyable for enyone interested in computer game design. However, enjoyable and illuminating are two different things. Beginning with the obviously miguided analisys that computer games are not an art form because the process of designing them is not all a matter of creativity, but that of skill and calculation as well (which is the way it is for any art form), the authors begin a journey of, well, describing what computer games are like.

Overall, the book seems more to describe than explain, more to report than intrepert. There arises no general, well defined thesis from its 500+ page volume. At best, this book can be said to raise a lot of issues which a designer ought to have in mind when desining a game.

However, the vast majority of the issues raised are either of secondary importance or generally irrelevant. It breaks down the process of game design into topics in a way which is neither natural nor logical, and proceeds to pursue a rather sizyphian discussion of each of these topics in turn. These are: What is Game Design?, Game Concepts, Game Settings and Worlds, Storytelling and Narrative, Character Development, Creating the User Experience, Gameplay, and The Internal Economy of games and Game Balancing.

This division makes very little sense. These topics are all so closely realted, some to the point of overlapping, that attempting to develop a theorem which deals with each of them separately would result in exactly the kind of negligable book we have before us.

Actually, it would be impossible for the authors to develop any meaningful discussion of their subject, because they fail to define a) what we are trying to create and b) how do we measure our success. Nor can such a definition be induced from this overflous and superficial book. Without this definition, there is nothing that binds the book's pieces together (and, actually, had the authors bothered to provide a rigorous definition, they would have relized that no reasonable definition could be found for the garbled mess they've created), and it remains a pile of expressions in the spirit of "some people did this in some games, and some people did that in some other games". In short, the book does an admirable job in showing how NOT to perform a critical analisys of a subject, not to mention attempt to construct a wholesome theory.

While the book can be interesting at times, mainly because it makes one think on how such a book SHOULD be written, it is chuck full of assertions obviously made on the basis of misunderstandings, like the authors' curious misuse of the term Suspension of Disbelief, or their suggestion of the Hero's Journey narrative template as an object of imitation rather than a tool for analisys.

The authors' goal with this book also seems qustionable. At one point, they assert that, even were it possible, we wouldn't like our player to be tormented by remorse after taking an immoral action in the game. Why? isn't moral education one of the most important and unique roles of art? If it were indeed possible, and I'm sure it is, it would've been a glorious achievement for this medium, one which would put all its previous achievements far behind.

Or are the authors only interested in computer games as a source of pure fun? If so, I suggest they invest their impressive talent and enthusiasm in cooking or adult toy design - a medium's greatness lies not in the fun it offers, and these repectable fields are all about fun.

An interesting book for raising a large scale discussion, but one which falls short of grasping the deeper principles of its subject, and is, therefore, unimportant.

In writing a book review, it's important to realize the importance of "cover previews." In essance, the cover previews provide a contract for either what a book is about or what information the book will provide.

For instance, the back cover of the book On Game Design posits: "How do you turn a great idea into a game design? What makes one design better than another? Why does a good design document matter, and how do you write one? This book answers these questions and stimulates your creativity?"

It is important to note that the book does not limit itself to console video games or computer games. The essence of the rules discussed in this book are those of creating any type of game. Right away that should tell you whether or not you're going to find the book useful. Are you looking for a book that tells you, in general and abstract terms, what concepts are involved with creating a game, or are you looking for a book that actually works examples of concepts?

While this book does a good job of providing many checklists for consideration, advice for certain conditions, and a dictionary of possible ways to view game design, the writers do not follow through. There are few solid examples of checklist scenarios or of worked-through versions of a game scenario which a game designer would find helpful. Without a practical means to an end, there is little purpose in reading these examples except for reassurance that you're facing the same problem that other people have faced. There are many psychology texts available for that situation already.

If you're used to reading programming books, like I am, you're probably aware that they follow a standard format: Propose a problem, choose a method of solution, work through several to many versions of the solution, solve the problem. With only a proposal, it is rather unhelpful to not see why one solution is better than another when it comes to game design. For that matter, as you might have guessed, the level of abstraction to design presented in this book leaves no space for any code examples.

While the advice given in certain situations might be helpful to someone who knows nothing about game design, it is highly likely that whoever reads this book will have little need of it since the advice is so much common sense that a gamer of several years would already be aware of much of this. It's like a senior in college having to take freshman seminar.

But, aside from this little discussion of fault, there is much to be savored in this book. Don't let this review scare you off! Get a copy of the book. Read it. Keep it as a reference for when you might need a more formalized way of presenting a problem you face in game design.

And as I'm sure you know, once you've found a way to state a problem, you're almost ready to find a way to solve it.

The first half of this book is great, and the chapter on *What Gameplay Is* alone makes this book more than worth it. Rollings and Adams propose a new definition of game - to replace Sid Meier's off-the-cuff definition "A series of meaningful choices" - that is more general, more liberating, and more true. So anyone who is annoyed by the fact that their favorite linear platformer supposedly isn't a game by the Meier definition can turn to this. It sounds like a small thing, but so many designers quote the Meier definition so often I expect that this small pebble will create ripples that will effect the kinds of games we see in the future. By focusing on challenges rather than choices, Rollings and Adams have changed the way I think about game design.

Also, while Rollings' other book is most suited for people making strategy games, this book really is general enough to be a worthy read for anybody working on any kind of game.

I only gave it four stars because, for me, the last half of the book--summary chapters of different game genres--was mostly throwaway, rarely going into very much depth or telling me information I didn't know already.

Is this a book? Once I got used to the typos and weird European grammar, I realized that there was nothing to this book. It is so simple that I had more questions after reading it then when I started. Luckily, I purchased another book at the same time and it has answered most of my questions.

Neat book - due to budget cuts we used the course instead of a class for our accounting team who are excel addicts ! - we thought it would be a hard sell but they liked it a lot and are up to speed with Business Objects. Book has 11 chapters and some neat tips in the back section. I recommend it as a good book to pick up Business Objects if you have no previous experience

Excellent book - really liked the graphics on every page. Examples are clear and there is lots of useful material to read through. I used it as a course to begin with and now find myself referring back to examples and tips repeatedly. I did not notice any abundance of spelling mistakes referred to by other amazon reviewers, I did notice however a European style of writing but that can hardly be considered incorrect ! Altogether this book surpasses any other Business Objects introduction course available on the market that I have looked at and I think is good value for the price considering it is specialty material. Two of my colleagues also read the book instead of taking a starter class and are now up and running with the product building and formatting their own reports.

If you have never been a project manager, and suddenly you need to learn rules of the game, this is a book I would recommend you to use as a reference material. It is easy to read, has real life examples and various templates related to project management are presented in this book. Highly recommended.

We (26 person team) just finished a 2+ year project using On Time Within Budget as our process guide. Bottom line: the project came in 7 weeks late -- not bad for a company used to 6 to 12 month schedule overruns. We'll do better next time with more experience on the methods described in the book. Advice to others: the chapters on estimation, standards, and risk analysis are great. The chapters on software teams, quality assurance and testing are good pointers to what we needed to know, but we also used other books on these subjects to fill in more details that we needed. Most everyone liked the epilogue (pulling it all together). This book helped to pull us out of the dark ages into modern software project management. Strongly recommended!

I don't usually write reviews but I was prompted to do this one because I strongly disagree with a preceding review. I am an EE senior manager and software development had always been a mystery to me until I got hold of On Time, Within Budget. I particularly found the following chapters helpful: Chapter 1 which includes reasons for project success and failure, Chapter 2 on risk management and how to reduce the cost of risk events, Chapter 5 on the management of software engineers, and most especially the Epilogue on pulling it all together, which provides a great overall perspective.

This book is full of real-life examples; it was clearly written by someone who has been down in the trenches. This adds credibility to the methods described.

I have learned a lot from the book and I use it as a reference regularly.

This is a history of the Software Industry. "Software" was coined to distinguish it from hardware; it describes the spirit that activates electronic machines. There are three sectors: software contracting, corporate software products, and mass-market software products (pp.3-8). The book covers events from around 1950 to 1995 in the USA. Chapter 1 gives an overview of the sources available. Chapter 2 tells of the origins of software writing, and its need for high-maintenance. Could errors arise from "one minor change"? Early users cooperated in sharing software. FORTRAN and COBOL became the first standard programming languages. But high costs and slipped schedules became typical. Government support for SAGE helped establish US dominance of the computer industry (p.48). The "Great Society" led to investments in non-defense projects.

Chapter 3 discusses "Programming Services". The established techniques of engineering management filtered into programming projects. Program flowcharts became institutionalized, then flushed away by the "fad for 'structured programming'" (p.69). The boom for software companies in the late 1960s reminds me of the dot-com fever in the late 1990s. All fueled from government spending (p.75, P.80). The arrival of minicomputers around 1970 allowed middling companies to own a computer. Chapter 4 tells about the change to "Software Products". Computers were more plentiful and more powerful (pp.90-91), programmers didn't keep up. Lines of code used increased 1000% every 5 years, the cost of developing quadrupled by 1965. Page 100 discusses flowcharting, whose purpose was to graphically represent a program's operations. Sort of like a condensed slide presentation of a topic. Page 102 tells of a secret machine instruction used to improve sorting speed (what was it?).

Chapter 5 tells how the software industry acquired its current shape, and gives an overview. Software products was a capital goods business. Industry specific software requires in-depth knowledge; in systems software programming skills are critical. The success of CICS can be compared to a system of roads where applications can freely travel (p.151). Chapter 6 discusses the maturing of corporate software packages, and growth through acquisition. It focuses on three large firms that became prominent in the 1990s. Some grew by acquiring smaller firms for their products (diversification). The rise of the relational database had an adverse affect on older database technologies. The use of fully integrated business application software (ERP) created new companies. Pages 182-4 overviews the successes of Computer Associates. A relational database did not require knowledge of the internal structure of the database; ever faster computers masked its relative inefficiency. Sales of SAP R/3 benefited from the "fad for business re-engineering" (p.195). Page 197 explains why SAP is more important that Microsoft.

There are strong parallels with other historical systems, such as railroads to airlines. If the database was bundled with the operating system there would be no independent vendors. European firms were able to pioneer ERP because they not not been locked into "legacy software" (p.199). The remaining chapters discuss the history of the personal computer.

From Airline Reservations to Sonic the Hedgehog may sound like a mystifying title, but this book provides a reasonable overview of the history of the software industry. At times, given the ups and downs in the industry, it can't avoid sounding like a catalog of defunct firms and obsolete software. However, this chronology is quite useful for anyone who wants to come up to speed very quickly and very generally on the main trends in the industry. Author Martin Campbell-Kelly covers some of the industry's seminal events and the main categories of software. Vexingly or refreshingly, he takes pains to say as little about Microsoft as possible, making it clear that others have written enough on that subject. So, with that absence duly noted, we recommend this book to those who want an inside history of the software industry, from massive mainframes to little blue cartoon porcupines.

This history of the Software Industry covers personal computers in the last three chapters. The "Acknowledgments" lists his sources and references. Chapter 7 reviews the early development of microcomputers. The invention of the microprocessor in 1971 made microcomputers possible (p.201). The Apple II was the transforming event of April 1977. The fall 1979 release of VisiCalc transformed "toy computers" into a useful machine for businesses. Digital Research's CP/M allowed any application to run on any computer that used CP/M; this allowed program vendors to access a larger market. Microsoft eclipsed DR by providing DOS for the IBM PC, and its games and programming languages. PC software was usually sold by mail, then at stores. The invention of VisiCalc is credited as boosting the market for personal computers. Productivity applications drove the software industry in the early 1980s (p.215). Word processing was aimed at home computing; Word Star was the most successful. Most computer games were produced by sole authors, lasted a few months, and made little money.

Chapter 8 discusses the now mature PC industry. Why did a few companies succeed where many failed? "The Autodesk File" says: product improvements, complementary products, training networks (p.243). Technical competence does not guarantee success unless it meets user needs (p.244). The need to work with two or more applications simultaneously led to "windowing" (p.247); but this required more time and money than first estimated (p.251). Page 253 tells of the big mistake by Lotus' management in rewriting the program. A similar mistake doomed Word Star (p.255). Ashton-Tate's demise is described on page 257. These were one-product companies. Page 259 explains Microsoft's winning strategy for its Office Suite. Page 264 tells of Symantec's strategy for success.

Chapter 9 describes software used for entertainment, and looks at videogames, CD-ROM encyclopedias, and personal finance software. Arcade games replaced older pinball machines during the 1970s. Videogame consoles for the home allowed playing many games. Home computers had a keyboard and secondary storage, and could be programmed by the user. Videogames are similar to recorded music's stream of new titles, and relatively short life. The purpose of a CD-ROM with an encyclopedia was to justify the cost of a computer (p.289). Microsoft's Encarta broke into the 1993 consumer market with multimedia. This coincided with the falling price for CD-ROM drives (p.292), and lowered prices for CD-ROM software. By the early 1990s Quicken was the best selling consumer software product of all time. Its founder entered a crowded field with no track record, an untried product developed by a single programmer (p.295). It was designed to be easy to use, and continually improved.

Chapter 10 discusses the success of Silicon Valley, and the economic and physical environment that created its culture (p.303). Hardware companies tended towards success, software companies less so (p.304). The great number of computers in the US created a market for software companies. The prices for their mature products ruled out competitors. This pattern continued to the personal computer age. One effect of manpower training is to create off-shore body shops to benefit US multi-national corporations. Clustering firms in a small geographic area helps, as does Government subsidies (like the Internet). But misdirecting support can hurt rather than help (p.311). [I found Robert X. Cringely's book to be better.]