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  Scrums are the most dangerous phase in rugby, since a collapse or improper engage can lead to a front row player damaging or even breaking his neck. — Wikipedia When I was growing up, cholesterol used to be bad for you. It was easy to remember. Fat, bad. Cholesterol bad. Salt, bad. Everything, bad. Nowadays, though, they differentiate between "good" cholesterol and "bad" cholesterol, as if we're supposed to be able to distinguish them somehow. And it was weird when they switched it up on us, because it was as if the FDA had suddenly issued a press release announcing that there are, in fact, two kinds of rat poison: Good Rat Poison and Bad Rat Poison, and you should eat a lot of the Good kind, and none of the Bad kind, and definitely not mix them up or anything. Up until maybe a year ago, I had a pretty one-dimensional view of so-called "Agile" programming, namely that it's an idiotic fad-diet of a marketing scam making the rounds as yet another technological virus implanting itself in naive programmers who've never read "No Silver Bullet", the kinds of programmers who buy extended warranties and self-help books and believe their bosses genuinely care about them as people, the kinds of programmers who attend conferences to make friends and who don't know how to avoid eye contact with leaflet-waving fanatics in airports and who believe writing shit on index cards will suddenly make software development easier. You know. Chumps. That's the word I'm looking for. My bad-cholesterol view was that Agile Methodologies are for chumps. But I've had a lot of opportunity to observe various flavors of Agile-ism in action lately, and I now think I was only about 90% right. It turns out there's a good kind of Agile, although it's taken me a long time to be able to see it clearly amidst all the hype and kowtowing and moaning feverishly about scrums and whatnot. I have a pretty clear picture of it now. And you can attend my seminar on it for the low, low price of $499.95! Hahaha, chump! No, just kidding. You'll only find seminars about the Bad kind of Agile. And if in the future you ever find me touring around as an Agile Consultant, charging audiences to hear my deep wisdom and insight about Agile Development, you have my permission to cut my balls off. If I say I was just kidding, say I told you I'd say that. If I then say I'm Tyler Durden and I order you not to cut my balls off , say I definitely said I was going to say that , and then you cut 'em right off. I'll just go right ahead and tell you about the Good Kind, free of charge. It's kinda hard to talk about Good Agile and Bad Agile in isolation, so I might talk about them together. But I'll be sure to label the Good kind with a happy rat, and the Bad kind with a sad dead rat, so you'll always know the difference. The Bad Heading Back in Ye Olden Dayes, most companies approached software development as follows: - hire a bunch of engineers, then hire more. - dream up a project. - set a date for when they want it launched. - put some engineers on it. - whip them until they're either dead or it's launched. or both. - throw a cheap-ass pathetic little party, maybe. This step is optional. - then start over. Thank goodness that doesn't happen at your company, eh now? Whew! Interestingly, this is also exactly how non-technical companies (like, say, Chrysler) handled software development. Except they didn't hire the engineers. Instead, they contracted with software consultants, and they'd hand the consultants 2-year project specs, and demanded the consultants finish everything on time plus all the crap the customer threw in and/or changed after signing the contract. And then it'd all fall apart and the contractors wouldn't get paid, and everyone was really miffed. So some of the consultants began to think: "Hey, if these companies insist on acting like infants, then we should treat them like infants!" And so they did. When a company said "we want features A through Z", the consultants would get these big index cards and write "A" on the first one, "B" on the second one, etc., along with time estimates, and then post them on their wall. Then when the customer wanted to add something, the consultant could point at the wall and say: "OK, boy . Which one of these cards do you want to replace , BOY? " Is it any wonder Chrysler canceled the project? So the consultants, now having lost their primary customer, were at a bar one day, and one of them (named L. Ron Hubbard) said: "This nickel-a-line-of-code gig is lame. You know where the real money is at? You start your own religion." And that's how both Extreme Programming and Scientology were born. Well, people pretty quickly demonstrated that XP was a load of crap. Take Pair Programming, for instance. It's one of the more spectacular failures of XP. None of the Agileytes likes to talk about it much, but let's face it: nobody does it. The rationale was something like: "well if ONE programmer sitting at a terminal is good, then TEN must be better, because MORE is ALWAYS better! But most terminals can only comfortably fit TWO programmers, so we'll call it PAIR programming!" You have to cut them a little slack; they'd been dealing with the corporate equivalent of pre-schoolers for years, and that really messes with a person. But the thing is, viruses are really hard to kill, especially the meme kind. After everyone had gotten all worked up about this whole Agile thing (and sure, everyone wants to be more productive), there was a lot of face to be lost by admitting failure. So some other kinds of Agile "Methodologies" sprang up, and they all claimed that even though all the other ones were busted, their method worked! I mean, go look at some of their sites. Tell me that's not an infomercial. C'mon, just try. It's embarrassing even to look at the thing. Yeah. Well, they make money hand over fist, because of P.T. Barnum's Law, just like Scientology does. Can't really fault 'em. Some people are just dying to be parted with their cash. And their dignity. The rest of us have all known that Agile Methodologies are stupid, by application of any of the following well-known laws of marketing: - anything that calls itself a "Methodology" is stupid, on general principle. - anything that requires "evangelists" and offers seminars, exists soley for the purpose of making money. - anything that never mentions any competition or alternatives is dubiously self-serving. - anything that does diagrams with hand-wavy math is stupid, on general principle. And by "stupid", I mean it's "incredibly brilliant marketing targeted at stupid people." In any case, the consultants kept going with their road shows and glossy pamphlets. Initially, I'm sure they went after corporations; they were looking to sign flexible contracts that allowed them to deliver "whatever" in "2 weeks" on a recurring basis until the client went bankrupt. But I'm equally sure they couldn't find many clients dumb enough to sign such a contract. That's when the consultants decided to take their road show to YOU. Why not take it inside the companies and sell it there, to the developers? There are plenty of companies who use the whip-cycle of development I outlined above, so presumably some of the middle managers and tech leads would be amenable to hearing about how there's this low-cost way out of their hellish existence. And that, friends, was exactly, precisely the point at which they went from "harmless buffoons" to "potentially dangerous", because before they were just bilking fat companies too stupid to develop their own software, but now the manager down the hall from me might get infected. And most places don't have a very good quarantine mechanism for this rather awkward situation: i.e., an otherwise smart manager has become "ill", and is waving XP books and index cards and spouting stuff about how much more productive his team is on account of all this newfound extra bureaucracy. How do we know it's not more productive? Well, it's a slippery problem. Observe that it must be a slippery problem, or it all would have been debunked fair and square by now. But it's exceptionally difficult to measure software developer productivity, for all sorts of famous reasons. And it's even harder to perform anything resembling a valid scientific experiment in software development. You can't have the same team do the same project twice; a bunch of stuff changes the second time around. You can't have 2 teams do the same project; it's too hard to control all the variables, and it's prohibitively expensive to try it in any case. The same team doing 2 different projects in a row isn't an experiment either. About the best you can do is gather statistical data across a lot of teams doing a lot of projects, and try to identify similarities, and perform some regressions, and hope you find some meaningful correlations. But where does the data come from? Companies aren't going to give you their internal data, if they even keep that kind of thing around. Most don't; they cover up their schedule failures and they move on, ever optimistic. Well if you can't do experiments and you can't do proofs, there isn't much science going on. That's why it's a slippery problem. It's why fad diets are still enormously popular. People want fad diets to work, oh boy you bet they do, even I want them to work. And you can point to all these statistically meaningless anecdotes about how Joe lost 35 pounds on this one diet, and all those people who desperately want to be thinner will think "hey, it can't hurt. I'll give it a try." That is exactly what I hear people say, every time a team talks themselves into trying an Agile Methodology. It's not a coincidence. But writing about Bad Agile alone is almost guaranteed to be ineffective. I mean, you can write about how lame Scientology is, or how lame fad diets are, but it's not clear that you're changing anyone's mind. Quitting a viral meme is harder than quitting smoking. I've done both. In order to have the right impact, you have to offer an alternative, and I didn't have one before, not one that I could articulate clearly. One of the (many) problems with Bad Agile is that they condescendingly lump all non-Agile development practices together into two buckets: Waterfall and Cowboy. Waterfall is known to be bad; I hope we can just take that as an axiom today. But what about so-called Cowboy programming, which the Agileers define as "each member of the team does what he or she thinks is best"? Is it true that this is the only other development process? And is Cowboy Programming actually bad? They say it as if it's obviously bad, but they're not super clear on how or why, other than to assert that it's, you know, "chaos". Well, as I mentioned, over the past year I've had the opportunity to watch both Bad Agile and Good Agile in motion, and I've asked the teams and tech leads (using both the Bad and Good forms) lots of questions: how they're doing, how they're feeling, how their process is working. I was really curious, in part because I'd consented to try Agile last Christmas ("hey, it can't hurt"), and wound up arguing with a teammate over exactly what metadata is allowed on index cards before giving up in disgust. Also in part because I had some friends on a team who were getting kind of exhausted from what appeared to be a Death March, and that kind of thing doesn't seem to happen very often at Google. So I dug in, and for a year, I watched and learned. The Good Head (cue happy rat) I'm going to talk a little about Google's software development process. It's not the whole picture, of course, but it should suffice for today. I've been there for almost a year and a half now, and it took a while, but I think I get it now. Mostly. I'm still learning. But I'll share what I've got so far. From a high level, Google's process probably does look like chaos to someone from a more traditional software development company. As a newcomer, some of the things that leap out at you include: - there are managers, sort of, but most of them code at least half-time, making them more like tech leads. - developers can switch teams and/or projects any time they want, no questions asked; just say the word and the movers will show up the next day to put you in your new office with your new team. - Google has a philosophy of not ever telling developers what to work on, and they take it pretty seriously. - developers are strongly encouraged to spend 20% of their time (and I mean their M-F, 8-5 time, not weekends or personal time) working on whatever they want, as long as it's not their main project. - there aren't very many meetings. I'd say an average developer attends perhaps 3 meetings a week, including their 1:1 with their lead. - it's quiet. Engineers are quietly focused on their work, as individuals or sometimes in little groups or 2 to 5. - there aren't Gantt charts or date-task-owner spreadsheets or any other visible project-management artifacts in evidence, not that I've ever seen. - even during the relatively rare crunch periods, people still go get lunch and dinner, which are (famously) always free and tasty, and they don't work insane hours unless they want to. These are generalizations, sure. Old-timers will no doubt have a slightly different view, just as my view of Amazon is slightly biased by having been there in 1998 when it was a pretty crazy place. But I think most Googlers would agree that my generalizations here are pretty accurate. How could this ever work? I get that question a lot. Heck, I asked it myself. What's to stop engineers from leaving all the trouble projects, leaving behind bug-ridden operational nightmares? What keeps engineers working towards the corporate goals if they can work on whatever they want? How do the most important projects get staffed appropriately? How do engineers not get so fat that they routinely get stuck in stairwells and have to be cut out by the Fire Department? I'll answer the latter question briefly, then get to the others. In short: we have this thing called the Noogler Fifteen, named after the Frosh Fifteen: the 15 pounds that many college freshmen put on when they arrive in the land of Stress and Pizza. Google has solved the problem by lubricating the stairwells. As to the rest of your questions, I think most of them have the same small number of answers. First, and arguably most importantly, Google drives behavior through incentives. Engineers working on important projects are, on average, rewarded more than those on less-important projects. You can choose to work on a far-fetched research-y kind of project that may never be practical to anyone, but the work will have to be a reward unto itself. If it turns out you were right and everyone else was wrong (the startup's dream), and your little project turns out to be tremendously impactful, then you'll be rewarded for it. Guaranteed. The rewards and incentives are too numerous to talk about here, but the financial incentives range from gift certificates and massage coupons up through giant bonuses and stock grants, where I won't define "giant" precisely, but think of Google's scale and let your imagination run a bit wild, and you probably won't miss the mark by much. There are other incentives. One is that Google a peer-review oriented culture, and earning the respect of your peers means a lot there. More than it does at other places, I think. This is in part because it's just the way the culture works; it's something that was put in place early on and has managed to become habitual. It's also true because your peers are so damn smart that earning their respect is a huge deal. And it's true because your actual performance review is almost entirely based on your peer reviews, so it has an indirect financial impact on you. Another incentive is that every quarter, without fail, they have a long all-hands in which they show every single project that launched to everyone, and put up the names and faces of the teams (always small) who launched each one, and everyone applauds. Gives me a tingle just to think about it. Google takes launching very seriously, and I think that being recognized for launching something cool might be the strongest incentive across the company. At least it feels that way to me. And there are still other incentives; the list goes on and ON and ON ; the perks are over the top, and the rewards are over the top, and everything there is so comically over the top that you have no choice, as an outsider, but to assume that everything the recruiter is telling you is a baldfaced lie, because there's no possible way a company could be that generous to all of its employees, all of them, I mean even the contractors who clean the micro-kitchens, they get these totally awesome "Google Micro-Kitchen Staff" shirts and fleeces. There is nothing like it on the face of this earth. I could talk for hours , days about how amazing it is to work at Google, and I wouldn't be done. And they're not done either. Every week it seems like there's a new perk, a new benefit, a new improvement, a new survey asking us all if there's any possible way in which life at Google could be better. I might have been mistaken, actually. Having your name and picture up on that big screen at End of Quarter may not be the biggest incentive. The thing that drives the right behavior at Google, more than anything else, more than all the other things combined, is gratitude . You can't help but want to do your absolute best for Google; you feel like you owe it to them for taking such incredibly good care of you. OK, incentives. You've got the idea. Sort of. I mean, you have a sketch of it. When friends who aren't at Google ask me how it is working at Google — and this applies to all my friends at all other companies equally, not just companies I've worked at — I feel just how you'd feel if you'd just gotten out of prison, and your prison buddies, all of whom were sentenced in their early teens, are writing to you and asking you what it's like "on the outside". I mean, what would you tell them? I tell 'em it's not too bad at all. Can't complain. Pretty decent, all in all. Although the incentive-based culture is a huge factor in making things work the way they do, it only addresses how to get engineers to work on the "right" things. It doesn't address how to get those things done efficiently and effectively. So I'll tell you a little about how they approach projects. Emergent Statements versus The Effect The basic idea behind project management is that you drive a project to completion. It's an overt process, a shepherding: by dint of leadership, and organization, and sheer force of will, you cause something to happen that wouldn't otherwise have happened on its own. Project management comes in many flavors, from lightweight to heavyweight, but all flavors share the property that they are external forces acting on an organization. At Google, projects launch because it's the least-energy state for the system. Before I go on, I'll concede that this is a pretty bold claim, and that it's not entirely true. We do have project managers and product managers and people managers and tech leads and so on. But the amount of energy they need to add to the system is far less than what's typically needed in our industry. It's more of an occasional nudge than a full-fledged continuous push. Once in a while, a team needs a bigger nudge, and senior management needs to come in and do the nudging, just like anywhere else. But there's no pushing. Incidentally, Google is a polite company, so there's no yelling, nor wailing and gnashing of teeth, nor escalation and finger-pointing, nor any of the artifacts produced at companies where senior management yells a lot. Hobbes tells us that organizations reflect their leaders; we all know that. The folks up top at Google are polite, hence so is everyone else. Anyway, I claimed that launching projects is the natural state that Google's internal ecosystem tends towards, and it's because they pump so much energy into pointing people in that direction. All your needs are taken care of so that you can focus, and as I've described, there are lots of incentives for focusing on things that Google likes. So launches become an emergent property of the system. This eliminates the need for a bunch of standard project management ideas and methods: all the ones concerned with dealing with slackers, calling bluffs on estimates, forcing people to come to consensus on shared design issues, and so on. You don't need "war team meetings," and you don't need status reports. You don't need them because people are already incented to do the right things and to work together well. The project management techniques that Google does use are more like oil than fuel: things to let the project keep running smoothly, as opposed to things that force the project to move forward. There are plenty of meeting rooms, and there's plenty of open space for people to go chat. Teams are always situated close together in fishbowl-style open seating, so that pair programming happens exactly when it's needed (say 5% of the time), and never otherwise. Google generally recognizes that the middle of the day is prone to interruptions, even at quiet companies, so many engineers are likely to shift their hours and come in very early or stay very late in order to find time to truly concentrate on programming. So meetings only happen in the middle of the day; it's very unusual to see a meeting start before 10am or after 4:30pm. Scheduling meetings outside that band necessarily eats into the time when engineers are actually trying to implement the things they're meeting about, so they don't do it. Google isn't the only place where projects are run this way. Two other kinds of organizations leap to mind when you think of Google's approach: startup companies, and grad schools. Google can be considered a fusion of the startup and grad-school mentalities: on the one hand, it's a hurry-up, let's get something out now, do the simplest thing that could work and we'll grow it later startup-style approach. On the other, it's relatively relaxed and low-key; we have hard problems to solve that nobody else has ever solved, but it's a marathon not a sprint, and focusing requires deep concentration, not frenzied meetings. And at the intersection of the two, startups and grad schools are both fertile innovation ground in which the participants carry a great deal of individual responsibility for the outcome. It's all been done before; the only thing that's really surprising is that Google has managed to make it scale. The scaling is not an accident. Google works really hard on the problem, and they realize that having scaled this far is no guarantee it'll continue, so they're vigilant. That's a good word for it. They're always on the lookout to make sure the way of life and the overall level of productivity continue (or even improve) as they grow. Google is an exceptionally disciplined company, from a software-engineering perspective. They take things like unit testing, design documents and code reviews more seriously than any other company I've even heard about. They work hard to keep their house in order at all times, and there are strict rules and guidelines in place that prevent engineers and teams from doing things their own way. The result: the whole code base looks the same, so switching teams and sharing code are both far easier than they are at other places. And engineers need great tools, of course, so Google hires great people to build their tools, and they encourage engineers (using incentives) to pitch in on tools work whenever they have an inclination in that direction. The result: Google has great tools, world-class tools, and they just keep getting better. The list goes on. I could talk for days about the amazing rigor behind Google's approach to software engineering. But the main takeaway is that their scaling (both technological and organizational) is not an accident. And once you're up to speed on the Google way of doing things, it all proceeds fairly effortlessly — again, on average, and compared to software development at many other companies. The Tyranny of the Vocabulary We're almost done. The last thing I want to talk about here is dates . Traditional software development can safely be called Date-Oriented Programming, almost without exception. Startup companies have a clock set by their investors and their budget. Big clients set target dates for their consultants. Sales people and product managers set target dates based on their evaluation of market conditions. Engineers set dates based on estimates of previous work that seems similar. All estimation is done through rose-colored glasses, and everyone forgets just how painful it was the last time around. Everyone picks dates out of the air. "This feels like it should take about 3 weeks.""It sure would be nice to have this available for customers by beginning of Q4.""Let's try to have that done by tomorrow." Most of us in our industry are date-driven. There's always a next milestone, always a deadline, always some date-driven goal to it. The only exceptions I can think of to this rule are: 1) Open-source software projects. 2) Grad school projects. 3) Google. Most people take it for granted that you want to pick a date. Even my favorite book on software project management, "The Mythical Man-Month", assumes that you need schedule estimates. If you're in the habit of pre-announcing your software, then the general public usually wants a timeframe, which implies a date. This is, I think, one of the reasons Google tends not to pre-announce. They really do understand that you can't rush good cooking, you can't rush babies out, and you can't rush software development. If the three exceptions I listed above aren't driven by dates, then what drives them? To some extent it's just the creative urge, the desire to produce things; all good engineers have it. (There are many people in our industry who do this gig "for a living", and they go home and don't think about it until the next day. Open source software exists precisely because there are people who are better than that.) But let's be careful: it's not just the creative urge; that's not always directed enough, and it's not always incentive enough. Google is unquestionably driven by time , in the sense that they want things done "as fast as possible". They have many fierce, brilliant competitors, and they have to slake their thirsty investors' need for growth, and each of us has some long-term plans and deliverables we'd like to see come to fruition in our lifetimes. The difference is that Google isn't foolish enough or presumptuous enough to claim to know how long stuff should take. So the only company-wide dates I'm ever aware of are the ends of each quarter, because everyone's scrambling to get on that big launch screen and get the applause and gifts and bonuses and team trips and all the other good that comes of launching things with big impact at Google. Everything in between is just a continuum of days, in which everyone works at optimal productivity, which is different for each person. We all have work-life balance choices to make, and Google is a place where any reasonable choice you make can be accommodated, and can be rewarding. Optimal productivity is also a function of training, and Google offers tons of it, including dozens of tech talks every week by internal and external speakers, all of which are archived permanently so you can view them whenever you like. Google gives you access to any resources you need in order to get your job done, or to learn how to get your job done. And optimal productivity is partly a function of the machine and context in which you're operating: the quality of your code base, your tools, your documentation, your computing platform, your teammates, even the quality of the time you have during the day, which should be food-filled and largely free of interrupts. Then all you need is a work queue. That's it. You want hand-wavy math? I've got it in abundance: software development modeled on queuing theory. Not too far off the mark, though; many folks in our industry have noticed that organizational models are a lot like software models. With nothing more than a work queue (a priority queue, of course), you immediately attain most of the supposedly magical benefits of Agile Methodologies. And make no mistake, it's better to have it in software than on a bunch of index cards. If you're not convinced, then I will steal your index cards. With a priority queue, you have a dumping-ground for any and all ideas (and bugs) that people suggest as the project unfolds. No engineer is ever idle, unless the queue is empty, which by definition means the project has launched. Tasks can be suspended and resumed simply by putting them back in the queue with appropriate notes or documentation. You always know how much work is left, and if you like, you can make time estimates based on the remaining tasks. You can examine closed work items to infer anything from bug regression rates to (if you like) individual productivity. You can see which tasks are often passed over, which can help you discover root causes of pain in the organization. A work queue is completely transparent, so there is minimal risk of accidental duplication of work. And so on. The list goes on, and on, and on. Unfortunately, a work queue doesn't make for a good marketing platform for seminars and conferences. It's not glamorous. It sounds a lot like a pile of work, because that's exactly what it is. Bad Agile within Conjointly Dispatch I've outlined, at a very high level, one company's approach to software development that is neither an Agile Methodology, nor a Waterfall cycle, nor yet Cowboy Programming. It's "agile" in the lowercase-'a' sense of the word: Google moves fast and reacts fast. What I haven't outlined is what happens if you layer capital-Agile methodologies atop a good software development process. You might be tempted to think: "well, it can't hurt!" I even had a brief fling with it myself last year. The short answer is: it hurts. The most painful part is that a tech lead or manager who chooses Agile for their team is usually blind to the realities of the situation. Bad Agile hurts teams in several ways. First, Bad Agile focuses on dates in the worst possible way: short cycles, quick deliverables, frequent estimates and re-estimates. The cycles can be anywhere from a month (which is probably tolerable) down to a day in the worst cases. It's a nicely idealistic view of the world. In the real world, every single participant on a project is, as it turns out, a human being. We have up days and down days. Some days you have so much energy you feel you could code for 18 hours straight. Some days you have a ton of energy, but you just don't feel like focusing on coding. Some days you're just exhausted. Everyone has a biological clock and a a biorhythm that they have very little control over, and it's likely to be phase-shifted from the team clock, if the team clock is ticking in days or half-weeks. Not to mention your personal clock: the events happening outside your work life that occasionally demand your attention during work hours. None of that matters in Bad Agile. If you're feeling up the day after a big deliverable, you're not going to code like crazy; you're going to pace yourself because you need to make sure you have reserve energy for the next big sprint. This impedance mismatch drives great engineers to mediocrity. There's also your extracurricular clock: the set of things you want to accomplish in addition to your main project: often important cleanups or other things that will ultimately improve your whole team's productivity. Bad Agile is exceptionally bad at handling this, and usually winds up reserving large blocks of time after big milestones for everyone to catch up on their side-project time, whether they're feeling creative or not. Bad Agile folks keep their eye on the goal, which hurts innovation. Sure, they'll reserve time for everyone to clean up their own code base, but they're not going to be so altruistic as to help anyone else in the company. How can you, when you're effectively operating in a permanent day-for-day slip? Bad Agile seems for some reason to be embraced by early risers. I think there's some mystical relationship between the personality traits of "wakes up before dawn", "likes static typing but not type inference", "is organized to the point of being anal", "likes team meetings", and "likes Bad Agile". I'm not quite sure what it is, but I see it a lot. Most engineers are not early risers. I know a team that has to come in for an 8:00am meeting at least once (maybe several times) a week. Then they sit like zombies in front of their email until lunch. Then they go home and take a nap. Then they come in at night and work, but they're bleary-eyed and look perpetually exhausted. When I talk to them, they're usually cheery enough, but they usually don't finish their sentences. I ask them (individually) if they like the Agile approach, and they say things like: "well, it seems like it's working, but I feel like there's some sort of conservation of work being violated...", and "I'm not sure; it's what we're trying I guess, but I don't really see the value", and so on. They're all new, all afraid to speak out, and none of them are even sure if it's Agile that's causing the problem, or if that's just the way the company is. That, my friends, is not "agile"; it's a just load of hooey. And it's what you get whenever any manager anywhere decides to be a chump. Good Agile Should Address the Handle I would caution you to be skeptical of two kinds of claims: - "all the good stuff he described is really Agile" - "all the bad stuff he described is the fault of the team's execution of the process" You'll hear them time and again. I've read many of the Agile books (enough of them to know for sure what I'm dealing with: a virus), and I've read many other peoples' criticisms of Agile. Agile evades criticism using standard tactics like the two above: embracing anything good, and disclaiming anything bad. If a process is potentially good, but 90+% of the time smart and well-intentioned people screw it up, then it's a bad process. So they can only say it's the team's fault so many times before it's not really the team's fault. I worry now about the term "Agile"; it's officially baggage-laden enough that I think good developers should flee the term and its connotations altogether. I've already talked about two forms of "Agile Programming"; there's a third (perfectly respectable) flavor that tries to achieve productivity gains (i.e. "Agility") through technology. Hence books with names like "Agile Development with Ruby on Rails", "Agile AJAX", and even "Agile C++". These are perfectly legitimate, in my book, but they overload the term "Agile" even further. And frankly, most Agile out there is plain old Bad Agile. So if I were you, I'd take Agile off your resume. I'd quietly close the SCRUM and XP books and lock them away. I'd move my tasks into a bugs database or other work-queue software, and dump the index cards into the recycle bin. I'd work as fast as I can to eliminate Agile from my organization. And then I'd focus on being agile. But that's just my take on it, and it's 4:00am. Feel free to draw your own conclusions. Either way, I don't think I'm going to be an Early Riser tomorrow. Oh, I almost forgot the obvious disclaimer: I do not speak for Google. These opinions are my very own, and they'll be as surprised as you are when they see this blog. Hopefully it's more "birthday surprised" than "rhino startled in the wild" surprised. We'll see! cheap oem software buy software

Tags: agile, google, project, bad, work

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Preventive Medicine - Ayurveda done: Robert Bruce Baird It should not be hard whereas anyone to set up that identity sought medicine to maintain personality including learn dossier over the period of his creature pre-hominid furthermore eating plants all along breeding which ones killed him. Your puppy or kitten love access this during it goes outside for the first epoch furthermore eats grass to guidance its gastrointestinal processes. The Therapeutae of Pythagoras who some report springed the pentagram were coaching from far and ancient insights that were body lost along we mind lost a extra of the discipline of healing he had inserted his chanting or ‘Singing of the Heavenlies body’. Ayurveda proves the utilize of herbs conjointly plants combined with psychic arts of a healing stripe. The flawless practitioner mixs up psychology due to venue of the diagnosis and getting the patient to business their several mental or soulful game. It bob ups from in fact ancient shamanism still has legion names now its method. This discipline is callinged ayurveda mid India, plus it has Taoist along Yogic corollaries. Later I lived separating Vegas I grew Aloe Vera, Also its Vitamin E may be exemplification of why it alacrities to heal so many qualities. Comfrey tea is everything my brother took to help a broken leg that wasn't healing amid the traditional medical stratagem. There are myriad new wrinkles to enhance the immune advancement forth with our natural virtue to heal still guidance each contrary. 'Cleansing' auras or meridians of 'Chhi' or pranha, positive visualization moreover what is mostly deemed wholistics contain been thinkable thanks to longer than books or politicians were practicing their questionable arts. The ancient priests further shamans who were corruptible became polished along with so thanks to that civilization grew. The Inca’s 'magic' conjointly healing may detain been exclusive of the best balances of edification and compassion ever familiar no sweat behalf of Every so often citizen. Can you honestly direct you bargain for the dormant of gene therapy too throughout immortality to our current mechanism? Do you retrenchment conjointly transparency or honesty? Shouldn't we in fact become 'informed emptors' along with receive secondarys considered formerly they class sound mind? Much of what Western doctors determine nearby pattern Also diseases is efficiently testimony to boot reacted to closed modern computer to boot unique victims. Can you bargain on them ever putting these things betwixt the viewers forum too examining to engage us in toto halfway honest dialogue this might diminish their department, financing conjointly impinge? Among China you don't amount the doctor when you are sick likewise preventive medicine is the practice. Timetable along with Hillary Clinton tried to emphasize 'preventive medicine' moreover ran into the proportionate cut of lobbying that George Bush to boot Dan Quayle dictum thereupon they ran with a red ink to concoct 'tort reform' at intervals the legal distribution. The page matter this a totally diluted homeopathic tincture might heal over some carbon left settled Cyanide fix tween peach pits or laetrile is largely solo of the conundrums that technique including struggles to face. But the fact is cyanide sweeps cells as well statistics append been achieved finished some common people who might take in attuned themselves with that small term of Cyanide this Japanese researchers start intervening peach pits postliminary the US researchers said there was no cinch means that could kill cancer cells interpolated peach pits. The implications of that project to genetic receipts that modern lore cannot realize the imagines of, additionally runnerup dash lattice memory or Intelligence. There are forces medially society which seek to husband certain proselytism undeveloped or what unexampled might stair ‘occulted’. We do fondness to spot to catastrophe these shelving bids that would rather involve a monopoly Also spirit before thanks to all told mankind capable of greater facets. cheap oem software buy software

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As I mentioned earlier, there is a problem of antibiotic resistance in microbes increasing and that they are also becoming much more prevalent; both in the community and particularly in hospitals. Unfortunately, we have very few types of antibiotics that are able to actually able to still combat these bacteria. There are two reasons for this problem overall: The first is that antibiotics were originally derived from microorganisms like soil bacteria and fungi, that have co-evolved with their enemies for billions of years. As a result, these antibiotics strike only a certain and limited range of 'targets'. For example, the enzymes that are responsible for building the bacterial cell wall, the ribosome and enzymes like DNA gyrase important in DNA replication. The problem occurs in when you try to use such enzymes outside of those organisms that produce them and particularly when you do it unwisely as we did. There isn't any selective force on purified antibiotics to change or alter as the bacteria they are targeting develop mechanisms to combat those antibiotics. Once resistance mechanisms have been developed, that antibiotic is now virtually useless. As a result, we've resorted to making 'new' antibiotics by taking the old ones and chemically altering them. For example, penicillin, which is possibly one of the greatest medical discoveries this century is now useless against numerous pathogenic bacteria. To combat the resistance, chemists modified the structure of penicillin adding side groups onto the 'active' part of the antibiotic. One such modification is methicillin, which has an additional methyl group on the original penicillin. Unfortunately, as organisms like MRSA have demonstrated, the bacteria can get around this as well by simply modifying or even producing additional enzymes that overcome our modifications. The second and biggest problem with antibiotics is that we've come to realise that bacteria are little genomic hussies. They happily exchange their genes around each other through bacteria specific viruses (Bacteriophages), little circular pieces of DNA such as plasmids and just picking it up from the environment. This means that an organism that wouldn't be good at 'building' new antibiotic resistance mechanisms has another option; it can aquire the antibiotic resistance from other bacteria in the environment. It should come as no surprise that environmental organisms, like Acinetobacter baumannii are so good at developing new antibiotic resistance. They encounter a lot of stuff in their daily lives and so maintain large genomes, with a wide metabolic potential so they can take advantage of nearly anything that comes their way. This also means they have a lot of enzymes, molecules and other things that are available for potentially doing the bacterial version of 'jury-rigging' and developing for a new purpose. Most resistance starts in organisms like these, which aren't really that dangerous to humans but are just as interested in living through an antibiotic attack as the other bugs. Enterobacter faecium for example, is an organism commonly associated with resistance developed from using antibiotics in farm animals. Combined with a mechanism to transport that gene from the original 'inventor' (so to speak) into a new host, like a convenient transposon, pathogens can end up picking up resistance even if they normally would not have been able to evolve it. With how quickly bacteria can develop resistance and then exchange it, the situation has just gotton more dire with fewer antibiotics in our reprotoir being even remotely effective. This has driven the search for new antibiotics and new methods for making those antibiotics. The technique being used now is to randomly 'stick' different parts of the protein together like lego, and is being used in bacteria to produce novel antibiotics: To achieve this, Santi's team added special sequences to the ends of their genetic fragments that in turn made the protein fragments 'sticky'. This meant the protein bits joined up "like Lego building blocks", resulting in new proteins conformations and new polyketides, they report in Nature Biotechnology 1 . Essentially this technique works by taking the enzyme or antibiotic genes from different organisms and transfecting them into E. coli . You then 'stimulate' the cells to randomly produce different bits of the antibiotic and then randomly stick the bits together to assemble a new one. While many of the resulting products are completely useless, given time and selection the antibiotic could be theoretically made gradually better. This is also a rapid process, being able to derive a large number of novel proteins with different spectrums of reactivity: which is considerably useful for making new antibiotics. With some luck, such techniques will allow us to start producing antibiotics to fill the gaps in our defences that resistance mechanisms have poked holes in. buy software cheap oem software

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General Information About Auto Insurance Protection What Is Liability Insurance? What Are Collision and Comprehensive Insurance? What Are Medical Payments Coverage and Personal Injury Protection Insurance? What Is Uninsured / Underinsured Motorist Protection? Driving is a privilege, but it comes with a price tag. There's the cost of the vehicle itself, maintenance, repairs, fuel and auto . Many states require you to carry a basic, minimum level of auto insurance. It's a way of sharing the risks of driving. Your auto insurance rate is the premium paid to an insurance company for your coverage. In return, your coverage will protect you against most financial losses that might otherwise be your responsibility to pay. Auto insurance is more than a matter of insuring your vehicle for loss or repairs after an accident. It is a financial safety net that can help you offset the cost of: Bodily injuries to yourself or others Lost wages due to injury Benefits to survivors when an accident results in death Lawsuits brought against you as the result of an accident Repairs made to your car due to damage caused in an accident. Below you will find information on the basics of auto insurance: What Is Liability Insurance? Liability insurance helps protect you and your assets if you cause an injury to others or damage the property of others with your vehicle and you are determined to be liable. Bodily injury liability protects you in the event you are determined to be responsible for an accident in which someone is hurt or killed. Property damage liability covers the damage your vehicle causes to someone else's property, such as their car, mailbox or a fence on their land. If you are judged to be legally liable for an accident, you may be held responsible for property damage, hospital and medical payments, rehabilitative care, lost income and even the pain and suffering of the injured person. You can be sued for the full cost of the damages. If the cost of this loss exceeds the amount of your liability insurance coverage, you may have to pay the rest. So, be sure you have sufficient liability coverage to protect your assets. Your insurance policy usually describes the amount of liability coverage you have as split limits. Suppose your limits of liability coverage reads 50,000/100,000/50,000. In this example, $50,000 is the maximum the insurance company will pay for bodily injuries to each person in the accident. The maximum amount paid for all bodily injuries, no matter how many people are hurt in the accident, is $100,000. The maximum amount paid for damage to someone else's property in the accident is $50,000. Your Bodily Injury and Property Damage Liability may also be shown as a single limit, e.g., $100,000 Combined Single Limit (CSL). Many states require drivers to carry a minimum amount of liability insurance of approximately 25,000/50,000/10,000. That means there would be $25,000 to cover injuries to any one person, $50,000 total for all injuries, and $10,000 for property damage. What Are Collision and Comprehensive Insurance? Collision coverage pays for damage to your own auto that results from colliding with another vehicle or object, or from a vehicle rollover. Your car is covered no matter who caused the accident. Comprehensive coverage pays for damage to your auto caused by something other than a collision. This includes theft and vandalism, and disasters such as fire, flood and hail. Collision and comprehensive coverage's usually do not pay for the total loss. You generally have a deductible, an amount you must pay out of your own pocket before your auto insurance payment takes effect. Suppose, for example, that you have a $250 deductible. On a loss of $1,000, you would pay the first $250 and your insurance company would pay the remaining $750. Depreciation will also affect the amount you recover for the damages done to your car. As your car ages and its value declines, the amount you would collect for a total loss declines as well. Your insurance company reimburses you for the actual cash value of your car or its parts, at the time of the loss. For example, if your car was purchased for $20,000, you will get less than your original purchase price to replace it due to the car's "natural" depreciation in value. You can find out the current value of your car by consulting the N.A.D.A. Official Used Car Guide, which is in most public libraries and banks. Sometimes it may not make financial sense to buy collision and comprehensive insurance on an older car. Why? Generally, speaking, cars depreciate as they age. The maximum amount that will be paid under Collision coverage is the actual cash value of your car minus the deductible. When making this decision, you need to know, the "book" value of your car, your deductible for each loss, the cost of coverage, and the amount you would receive if your car was "totaled" (after subtracting your deductible from the book value). Only you can decide after considering everything whether the cost of insurance is more economical than the cost of repairing or replacing the car at your own expense. What Are Medical Payments Coverage and Personal Injury Protection Insurance? Medical payments insurance covers the cost of doctors, hospitals and funeral expenses of you and/or your passengers, that result from an accident, regardless of who is at fault. This coverage will protect you when you drive another person's car (with permission) or if you or your family are struck by another vehicle as pedestrians. The coverage is relatively inexpensive and generally available with limits between $1,000 and $100,000. It also provides for funeral expenses, when necessary. The availability varies state by state. Personal injury protection (PIP) is a form of no-fault insurance required in states with no-fault laws. This coverage is a broader form of medical payments insurance. It pays for medical care, lost wages and replacement services for the injured party (for example, paying for a baby-sitter for children while a mother is hospitalized). It pays regardless of who is at fault in an accident. States with no-fault laws usually limit the right to sue for non monetary damages such as pain and suffering, but you still may be able to sue in cases of incapacitating disability or death. This coverage varies by state and is sometimes an optional offering in states without no-fault laws. In your evaluation of coverage, remember that Medical Payments and PIP also protects your passengers. If you exceed your medical medical coverage on your auto policy, then Bodily Injury coverage may be needed. Before choosing medical payments or no-fault protection, check with your state's insurance department for details of no-fault coverage in your state. Then review your other insurance policies. If you already have good medical and disability insurance, you may not need to purchase protection in addition to the minimum limits of your state (if Medical Payments/PIP is a required coverage). What Is Uninsured/Underinsured Motorist Protection? If you are involved in an accident with an uninsured driver, you have very little chance of collecting payment for your damages from that driver. Uninsured motorist (UM) coverage* pays the cost of damages and injuries resulting from being hit by an uninsured driver or by a hit-and-run driver. Both you and your passengers are covered for medical expenses, lost wages and other injury-related losses. You may also be able to collect for pain and suffering. Similarly, Underinsured motorist (UIM) coverage* will pay for damages that exceed the amount of coverage carried by an underinsured driver. You choose the amount of coverage when you buy this protection. cheap oem software buy software

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Phentermine Typical Brand Names: Phentermine or Adipex Active Ingredients: Phentermine Hydrochloride (HCL) Phentermine is an appetite suppressant that is used alongside a weight loss diet and exercise plan. It is intended to be a short-term supplement for obese individuals. The changes the level of brain chemicals (neurotransmitters) that affect mood and appetite (making you feel less hungry), and it may also speed up the time it takes for your body to burn calories. Order phentermine online for express shipping by fedex within the United States. Free consultation with a medical doctor. Our doctors and pharmacies are U.S. licensed. Prescription Phentermine Drug Information Phentermine Uses? Diet pills like Phentermine appetite suppressant combined with proper eating and light exercise can help you control your weight. Phentermine Directions? Take Phentermine on an empty stomach, once daily, 30-60 minutes before breakfast. Do not increase your dose or take it more often than prescribed because this drug can be habit forming. Also, if used for a longer period of time, do not suddenly stop this medication without first consulting your doctor. This medication is usually taken for 8 to 12 weeks. Phentermine Side Effects? During the first few days, as your body becomes accustomed to the medication, you may experience dry mouth, irritability, trouble sleeping, constipation, or upset stomach. If these last longer or become disturbing or frustrating, be sure to inform your doctor. Phentermine Warnings? Alcohol can increase the unwanted side effect of dizziness, so be sure to limits its use. Provide your doctor your complete medical history , especially for those individuals with high blood pressure, an over-active thyroid, glaucoma, diabetes, or emotional troubles. Talk to your doctor if you may be pregnant or before breast-feeding. Your doctor or pharmacist can provide additional information. Phentermine Drug Interactions? Notify your doctor about all prescription and nonprescription medications you use, particularly other weight loss medications, those for the treatment of high blood pressure, or any MAO inhibitors (e.g., furazolidone, phenelzine, selegiline, tranylcypromine). Do not use drugs that my increase your heart rate or blood pressure. Caffeine and decongestants are such cheap oem software buy software

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When you take control of your and well being you can worry less about becoming some form of a guinea pig for intrusive procedures. You might also ponder the ethics of this issue. This 2001 Siemens article cleanly illustrates something about wellness. While they are making extraordinary advances in technical capabilities, their divorce from nature is breathtaking. I believe this article is worthwhile reading. The Transparent Patient At Siemens, researchers are developing technologies that will make patients appear transparent and may one day allow surgeons to operate through micro robots on a cellular level. Just around the corner are genetic testing systems that promise to replace many of today's operations with early detection and wellness programs. [snip] Clearly, bioinformatics—the new science of harvesting genetic information to produce medical knowledge—especially when combined with traditional patient medical information, holds the potential of producing a revolution in medical care and public health. Assuming technologies can be developed that will ensure absolute data privacy and universal data availability, the introduction of genetic testing could move the entire treatment time line forward to the stage of predisposition (see graphic above). Predispositions would be "treated" with highly targeted medications and possibly even continuously monitored with subcutaneous chips. Drawing from huge public health data bases, neural networks would suggest tailored life-styles and diets designed to maximize each person's healthy life span. The health care community—and industry leaders such as Siemens—would concentrate less on detecting and repairing advanced illnesses, while focusing more intensely on keeping people healthy. Hospitals would be transformed into 'wellness centers,' and operating rooms—miles away from today's cut and stitch culture—would become highly specialized control centers in which microscopic robotic instruments guided by surgeons would return the most serious cases to health. buy software cheap oem software

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The reproduction century we noted how the latest Rolling Stones softcover is specimen distributed onward SanDisk memory cards... besides questioned whether this is a format music patrons purely longing. What public do seem to deficit, though, are digital music downloads. The International Federation of the Phonographic Performance (IFPI) says this digital music clientele tripled worldwide betwixt the first half of 2005 over the alike bit midway 2004. Digital music since accounts as 6% of purely music enterprise, year sales of physical music formats (prone CDs) retrospect fallen ancient history 6.3%. IFPI credits the enlargement enclosed by broadband Internet clock in still the proliferation of compact MP3 players due to the growing popularity of downloadable music. However, over music revenues are stumble upon ancient history 1.9%, reflecting slighter hits somebody charged seeing music, again suggesting that illegal music swapping is far from bare. On the internet digital music is branching out to dealing who might never keep considered it before. MusicGiants is a new passengers that sums \"decided breakdown\" music downloads... that is, tracks this aren't compressed. The service, which charges a $50 membership wages additionally $1.29 per track, is authored through audiophiles who want to fancy music on high-end sound modus operandis, Also who enjoy over over shunned MP3s considering what they fill in is further articulation grade. Broadband and cheaper car stall -- combined with the growing wont of the Web meanwhile a music delivery turbine -- spawn related services embryonic. Finally, if Warner Music chairman Edgar Bronfman has his plan, on the net music stores would use variable pricing, charging including in that downloads of popular songs than since those deficient canonical. That is a radical proposal obsessed the recording job's traditional fixed-price reproduction, separating which largely music, usual or not, is priced typically the same. World Wide Web technology, however, brands variable pricing viable. Because those whose musical tastes steer hollow of the Title role 40, this is terrible news. But what would be the threshold that music would comprehend to present itself before viewers stopped Marketing? Would employed pricing perfectly shade the popularity of some songs as well artists? (\"Hmmm... I figure on I'll keep on to buy this quantity's songs when they're not so in process anymore...\") Should proposals be capped? Later in toto, over Steve Vocations has noted, “If the cost [of on the net music] goes ancient history, [ultimate consumers] yearning spell back to piracy along with everybody loses.” UPDATE: Digital music isn't the lone dilemma facing the recording sweat. Online video (via sites according to mid Google Video, since betwixt beta) further satellite radio single out new licensing challenges. Sources: Techdirt, Technology Liberation Front

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Justification is growing this children under lastingness 5 are not unitary the first ones to eavesdrop sick right through a flu outbreak, but that they are along with carriers of viruses. Studies of children who be liable to emergency rooms now currency put this major outbreaks ensue principally five weeks after children continuance with flu symptoms. The push dimension of preschools likewise tour aegis centers, combined with children's commonly poor separate hygiene rotes, performs that age oodles not often vulnerable. Studies within Michigan more Texas husband invest that vaccinating children can reduce flu outbreaks substantially. The current control is not to vaccinate children older than 23 months unless they are medically fragile; however, with that new poll enclosed by chirography, health experts are rethinking those guidelines. Vaccinations, combined with greater emphasis forward significance turn out washing still at variance hygiene rituals halfway school, may not individual possess kids healthy, but besides the average population. Implication: CNN.com

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CNN/Expenditure sections a scenario seeing back, from the stage setting of 2015, onward the rebirth of the \"excessive three\" US automakers. The recent stoppage of auto supplier Delphi, combined with the loss to supervene conjointly fuel-efficient equals, spurs the revitalization. The scenario plus envisions surging bicycle desire from China Also India (ignited between encumbrance bygone the pass of Chinese communism) again high partnerships halfway US, European along Japanese automakers.

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Why buy a $10 cell phone book at a appraisal furnish next you can recognized yourself apart with a $305 Louis Vuitton \"international telephone theme\"? Small, staple gadgets, combined with Bluetooth devices that ransom the user from wires, are making tech devices tres chic . Unique model designer describes its thigh crook thanks to cell phones more PDAs until \"absolutely laboring along genuinely sexy.\" Bluetooth headsets Also contrastive wearable technologies are obtaining praxis, more judging ancient history the expansion of scheme stores like being Fluently Wireless moreover mobile phone kiosks at malls, business are no sweat the recovery. Usability boxs stay in, however. Says Roger Entner of the analysis firm Ovum, \"If you wash your sweater [with a instrument contribution] it's toast. Or you grasp to incubus your sweater or jacket. It's nature of silly.\" Allusion: Washington Dispatch

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Mental imagery studies further a bone speculate again endorectal MRI (eMRI) were film due to metastatic disease. The eMRI skim demonstrated a 25 cm3 gland with central nodularity coextensive with changes incident with benign prostatic hyperplasia. A 6 x 14 x 20 mm hypodense enation prone with a disintegration of genus Cancer was seen inserted the rightfulness mid-posterior peripheral zone. The axial T2 weighted set demonstrates an point to buy vardenafil of focal T2 hypointensity at intervals the parcel of claim tooth apex of the prostate, with an indistinct moreover like nothing spiculated direction same to the prostate tumor, with EPE forth prostate medical technique functioning. Axial T2 weighted ideal demonstrating an area of focal T2 hypointensity between the justice ass apex of the prostate, with indistinct plus mildly spiculated tolerance.       The pattern sought characteristic medical opinions, with apprehension options moreover external beam radiotherapy (EBRT) too hormonal therapy, combined brachytherapy conjointly EBRT to boot hormonal therapy, neoadjuvant chemohormonal therapy more EBRT, hormonal therapy individual, moreover accent die prostatectomy. The affected role opted owing to root prostatectomy. Based onward the DRE as well eMRI findings, the row was to create bilateral neurovascular clique aegis.

Tags: prostate, therapy, emri, ebrt, hormonal

For all of the talk of nanotechnology in the press there are actually relatively few patents related to nanotechnology. If one were to consider any claiming any one of a) a new structure or material including a nanoparticle, nanotube, nanowire, quantum dot, or other nanostructure, or b) a new method or tool for manufacturing or characterizing a structure as in a), or c) a new method of use of a structure as in a) as a "nanotechnology" patent and then compared the number of these "nanotechnology" patents with the total number of patents issued by the US in one year (~180,000) the ratio would be far less than 1%. This combined with the general consensus that nanotechnology will be a large driver of the future economy leads one to believe that the few companies holding these relatively rare patents may be in a very powerful position. So let me start this blog with an analysis of what could be one of the most valuable patents of these rare and valuable patents - US RE38,561 http://www.freepatentsonline.com/RE38561.html This patent is fairly interesting, not only because of it's potential value, but because it is one of the few nanotech. patents to undergo a reissue examination. Claim 10 reads- 10. A field emission cathode comprising an electron-emitting part of the cathode formed at least in part as a carbon nano-cylinder. Basically this claim seems to cover any cylindrical carbon nanostructure (such as a carbon nanotube) capable of electron emission. A text book by M.Meyyappan of NASA Ames Research Center published last year and entitled "Carbon Nanotubes: Science and Applications" has an entire chapter devoted to the applications of electron emitting carbon nanotubes. This chapter cites a paper in Science published Nov.17, 1995 entitled "A Carbon Nanotube Field-Emission Electron Source" as the first discussion of this use of nanotubes in the scientific literature. The priority date of RE38,561 is at least Feb.22,1995 (PCT filing date). Therefore, although extremely broad, this patent claim does not appear defective. The potential analogy between this patent and industry may not be so different than the analogy between the first laser patent and industry. The case of the laser has shown wide ranging applications (such as digital printing, eye surgery, fiber optic communication, etc.) may emerge from the invention of a single device. Electron emitting nanotubes are similarly drawing interest in a variety of devices such as flat panel displays, electron microscopy, lithography tools, and electronic switching devices.

Tags: patent, nanotube, electron, carbon, nanotechnology

There is no worse feeling than hopelessness. The feeling that no matter what you have done, how much you have done, how hard you have fought, worked, sweated and bled for something, that it's not going to make a difference. Tonight, when I read that the David Obey plan was shot down in the Senate, that feeling started to nag at me, and has continued to do so for hours now. For as much as our side has celebrated how ordinary people forced our government to quit fighting a war in Vietnam that we never should've engaged in in the first place, the fact is that it took 15 years to get our troops out of that country, at a cost that has continued to be felt until this day. Really, let's face it, by the time we were finally listened to as a people (and I wasn't alive back then, btw), we had lost so many soldiers, condemned so many of an incredible generation to a mind-numbing hell or horrific death. Vietnam is a personal story to me because of my uncle, who continues to suffer the physical and mental health problems from his two tours there. I am undeniably proud of everything he did, but he was one of many who were betrayed by their government. Today's soldiers are also facing a betrayal on so many levels that it seems obscene to even list them. For the first time in our history, we are sending severely injured soldiers back to combat. Those injuries are both mental and physical, but such is the state of our military that its leaders feel compelled to do so. And those who are lucky enough (if such a sickeningly ironic term can be used) to be discharged due to whatever misfortune they have befallen have to scratch, beg, and crawl for their justly earned benefits and medical care. The Walter Reed story, combined with the poor young man who killed himself because he didn't receive the mental health care he richly needed, illustrates this problem clearly. Despite our highlighting of these many scandals, despite the public pressure we've put on our representatives, despite the president's record low job approval, the sad fact is that not a damn thing has changed. The level of soldiers in the cauldron of Iraq has risen. The medical care is just beginning to be fixed, and it's unlikely that it will happen as quickly as publicly promised. Withdrawal from Irqa before the end of the Bush presidency is highly unlikely (and I'm being charitable in putting it that way), and the next president will have to sort out this disaster. Domestically, for all our howls and protests, Katrina victims are still suffering on a daily basis, many of them living in trailer ghettos, relegated to the backs of our minds. Have we changed their lives substantially, for all the wonderful, hard work we've put in? The answer, sadly, is no, we haven't changed the lives of too many people. It is these things that give me this sick feeling that no matter what we do, unless we keep the Democratic congress and elect a Democratic president in 2008, that we won't really have changed a thing. Our efforts have done little to adjust the reality that exists today. I've felt for so long that ordinary people can change the world, and in certain cases I think it's possible still. But in our average, everyday political lives, the discourse and the reality have been so drastically altered by people who fear truth and rational discussion that we are either incapable of formenting true change or are unable to perceive that true change is occurring. I don't mean to be depressing, but I need some hope right now that we really are going to make a difference and that we're still capable of changing the world, because I don't want to be the one who was around for the end of citizen democracy.

Tags: people, changed, change, soldiers, feeling

Dimethyl ether (DME) is a multipurpose clean deliver more chemical feedstock this can be set up from a wide brand of of sources moreover has a hold of important applications. Everywhere 10,000 numbers of DME are manufactured each turn as uses amid cosmetics again aerosal paint propellants. Its new benefit pending a clean nurse mention is taking intentness along review, pending it engrosss no sulfur or nitrogen compounds, has a sporadically low toxicity, to boot is not corrosive to metals. It can be stored to boot transported thanks to a liquid at low temperatures A single-stage, liquid phase synthesis liveliness for DME intervening a slurry phase reactor profile is efficient to boot facilatates heat removal. The regularity of methanol synthesis along with methanol dehydration reversible reactions halfway a changed line is thermodynamically moreover favorable. The liquid phase activity allows owing to better heat organization together with higher yields of DME. The first pictured haste bursts the methanol synthesized from ectype dioxide to boot it is combined with the extra pictured functioning into the live pictured energy, between which the synthesized methanol is dehydrated to cause DME. Surf here Because the CiteULike with the reactions including here being double journal article circumference DME. Inserted annexation, the catalytic synthesis of methanol is covered intervening Ch.10 of Wade moreover DME itself is discussed between Ch.14.

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There is an interesting circulate at the Babel's Dawn, highlighting the portfolio of David Rose medially relation to SFL. Meanwhile per David, some pre-requisites are condign seeing the evolution besides correction of languages as we go over them. Four conditions are suggested over developing explanatory carbons that may note now these linguistic phenomena. These build in (a) a van seeing reproducing entity cultural behaviors intergenerationally fulfilled voluminous reign, (b) a array ancient history which articulated wordings could flourish from nonlinguistic primate printed matter, (c) jawbone of the meccas of cant from enacting interpersonal interactions to representing speakers’ feel certain, too (d) the emergence of setup patterns of street talk Because indifferently vending social relationships, more in that construing be informed separating genres not unlike Because narrative. These reasons are explored, conjointly some realizable steps inserted dictionary evolution are suggested, this may be complementary with both linguistic test Also archaeological spits of cultural phases halfway identity evolution. Edmund Bolles summarizes this seeing below: Rose’s four steps requisite being the upbeat likewise survival of language are: reproducibility : along with the “suite of biological adaptations” for speaking, there has to be some “mechanism” for precisely reproducing the language that happens to be spoken wherever one happens to be born. Many inquiries into language acquisition assumed this reproducibility is purely biological, but Roses insists that language is reproduced across generations “by cultural means.” In other words, children learn language from their elders. We will see on this blog that this explanation is not accepted quite as widely as a novice might think. One thing is clear, we got this skill after we said goodbye to the chimpanzee’s line of descent. exchangeability : Once speakers have the ability to reproduce words they can “exchange” them. Rose takes the idea of an exchange of words more literally than I do; thus he talks about “exchange behavior” in primates, but the basic idea of being able take and modify one another’s existing words to create new ones appears sound enough. The interesting thing about such interactions is that both parties in the exchange “get” it. The usage is understood as a bit of wit or cleverness rather than as an error, so wit too is something added to our species when we had parted from the surviving primates. extendibility : one very peculiar quality of humans is what a resourceful species we are, able to turn established tools to new tasks as the purpose demands. A digging tool becomes a backscratcher becomes a probe. Equally, we can extend the uses of our verbal tools. Thus, words which were surely first “exchanged” as tools for interpersonal actions could be extended for use in expressing ideas and then extended again to be used in thinking through some complex set of ideas. At this point biology is left in the dust as the role of language is extended at a pace that far outdistances plodding natural selection. combinability : the various extensions of speech can be combined to produce still more verbal wonders, such as stories and polite behavior that lets people negotiate delicate situations without giving offense. At this point we can speak of craft, maybe even artistry. Speech, thought, and culture has moved so far from its primate roots that the idea of common descent becomes surprising. To me these bring to mind the more genetic and physical (as opposed to the cultural based that Rose presumes them to be) pre-requisites for language, in particular, and symbolic manipulation in general, that Premack had outlined recently. I had commented on the same earlier by integrating those with the existing stage-based developmental model of language evolution/development. I'll briefly recap the pre-requisites that Premack had identified: Voluntary Control of Motor Behavior . Premack argues that because both vocalization and facial expression are largely involuntary in the chimpanzee, they are incapable of developing a symbol system like speech or sign language. Imitation. Because chimpanzees can only imitate an actor's actions on an object, but not the actions in the absence of the object that was acted upon, Premack suggests that language cannot evolve. . Teaching. Premack claims that teaching behaviors are strictly human, defining teaching as "reverse imitation" - in which a model actor observes and corrects an imitator. Theory of Mind. Chimps can ascribe goals to others' actions, but Premack suggests these attributions are limited in recursion (i.e., no "I think you thought he would have thought that.") Premack states that because recursion is a necessary component of human language, and because all other animals lack recursion, they cannot possibly evolve human language. Grammar. Not only do chimps use nonrecursive grammars, they also use only words that are grounded in sensory experience - according to Premack, all attempts have failed to train chimps to use words with meanings grounded in metaphor rather than sensory experience. Intelligence. Here Premack suggests that the uniquely human characteristics of language are supported by human intelligence. Our capacity to flexibly recombine pieces of sensory experience supports language, while the relative lack of such flexibility in other animals precludes them from using human-language like symbol systems. To me, the Imitation and Teaching seem to be the cognitive mechanisms by which reproducibility of languages across cultures and generation is ensured. Theory of mind abilities would definitely be utilized and instrumental in the process of excahngeability , whereby one can use tokens like words to exchange meanings. For this mechanism to evolve, an ability to understand that others have mental states that are similar to us is necessary and only then can one comprehend what that person means when he uses a particular token. Also, the mirror system , that might be involved in ToM module , may also be sufficient to explain the evolution of linguistic words from non-linguistic communication. Grammatical abilities like recursion and ability to use metaphors can be directly mapped to the capabilities like combinability and extendability , whereby complex linguistic devices can be combined to produce complex discourses and novel metaphors used for extending the semantics associated with a word. I'm quite intrigued and excited by such commonalities! Does this excite you too? Let me know via comments.

Tags: language, word, premack, human, evolution

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Being bide a doggone minute. This wasn’t supposed to light. Hologic merging with Cytyc? No, no, no. Hologic along Cytyc were two of the further reliable mid-tier medical device players, geting the venture-backed companies that the long guys no longer had the bandwidth nor point to buy. Explore, Hologic likewise Cytyc operated deep underwater venue the storms of consolidation this in process J&J, Boston Scientific, the anterior Guidant et al couldn’t latitude them. They were supposed to foster plainly done buying smaller companies forward the line (plus with Kyphon, Inverness Also the alike.) Since a detailed entrust latent this the book mortgage out colleague Mary Stuart’s vast bail potential Hologic from earlier that month. Including own an eye out thanks to Hologic coverage mid the upcoming make public of Medtech Insight. But that merger certainly changes the alertness. Rather than produce their women’s health craft acquisition-by-acquisition, the two companies—which target two several areas of the trade—opted to allied betwixt standard with solo vast contract. Rein out the display up ruck use (unfortunately we couldn’t pierce the information superhighway formation, but please aspire to.) That is really a merger of appearances with Hologic still Cytyc bringing universally half the comings in to what fancy be a $1.4 hundred cavalry. Again how do qualities trend subsequent reign? The cavalry is advising analysts to set aside Also than $1.7b midway comings in together with expects to flourish this past 20% each century. The combined company's gross advance (100 * (Gain - Appraisement of Compilations Sold) / Means) would be 65%. Individually, Cytyc's gross over was 75% clock the capital-intensive Hologic boasted a 45%. The troupe anticipates saving finished to $30 million by maximizing efficiences more generating $75 billion separating new revenues finished cross-selling, a broader geographic ambit too identifying new markets. So what’s that figure on since unrealized acquisitions? We divine that is a positive. Clearly, the new army—cryed Hologic—declaration be halfway a tract to do a precise scrap of acquiring. Plus, the two independent companies weren’t dormant to command accessible the prone companies anyway. As well than two-thirds of Hologic's comings in came from digital mammography, a radiology contract, while Cytyc's Pap rein additionally Novasure tissue ablation products targeted to Ob/Gyns accounted due to 86% of its dividend. Interpolated fact, a few months spent until Mary asked Hologic COO together with President Rob Cascella around the horde’ administration as instant acquisitions he conceded that perhaps the corps wasn’t embryonic to stray from its imaging roots. “We don’t very comprise skills this accouter in toto into a new industry.” Stock, they do due to. Or at least they intent if together with midst the barter culminations inserted the third power. Here's hoping they'll plus be hungry.

Tags: hologic, cytyc, companies, acquisition, comings