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It had some issues that I couldn't figure out so we went out and bought Parallels for Macs and the problems ended.
Don't worry about style for now, just try to write something that you like and then think about editing/proof reading stuff.
You just need to make your points in simple possible ways (not too short or too long type of stuff like seth godin).
By the way even mark foster suffers from this problem which you can see in his freely released book "how to make your dreams come true". I think his writing style in that book was very cryptic and it took me some time to understand his thoughts behind it.
Unless I misunderstand what you're saying, then that feature is very easy to implement with a stack data structure, which doesn't offer the wanted tree view.-f0dder (March 04, 2011, 01:41 PM)
That's an interesting idea - I wonder if, say, the FireFox history database has enough information to construct that, hmm...
Here are some tips from a 5 year Opera user
- Ctrl+click on an image to save it. Nice and quick.
- On search engine results page, press <spacebar> at the bottom of the page to automatically load the next page. It also works on other websites and blogs that has pagination, although on blogs the behavior is erratic.
- SHIFT+Spacebar scrolls page up
- Ctrl+click opens link in new tab
- Ctrl+shift+click opens link in background tab, i.e. the new tab does not steal focus
- CTRL+Mouse Wheel to Zoom in and out
- CTRL+Spacebar to open homepage
- Hold down the right mouse button and roll the mouse wheel to cycle through the open tabs
- To add a new search engine, just place your mouse pointer on the search box, right click and from the menu click Create search
- Install Opera widgets and use them as standalone programs. No opera needed.
- And yeah, do checkout the extensions.
-InstantFundas (March 02, 2011, 10:52 AM)
The Vision Box
A Vision Box presents the features and benefits of the project as a box of cereal – the front has a name and branding, along with a list of the key benefits the product will convey to its buyers (the customers who will eventually use the product, be they internal to the organisation or real paying customers). The back of the box contains operating instructions (high level design decisions) and a list of the key features the product will have.
Building a vision box is a creative activity that helps the team articulate what they are thinking about. It can be useful to break into smaller groups and have the groups each build a vision box that they then “sell” to the remainder of the team. After the separate presentations a shared vision box should be produced that conveys the ideas of the whole team.
The sliders range from Fully On to Fully Off – if an element is On then it will be the strongest factor that drives the decision making as the project continues. No two sliders can be set at the same level, and the more sliders there are on the “On” side of the grid the higher the risk of catastrophic failure this project accepts. Where there is little leeway in the project sliders then the choice becomes deliver everything or deliver nothing, whereas more leeway allows for partial delivery that contributes to the organisations goals.
The product roadmap is a time-based view of the anticipated delivery lifecycle of the product. It is a high-level plan maintained by the product owner and project manager that is expected to change over time.
The product roadmap is regularly validated against the product vision and is used to convey to the team and the outside world the likely release schedule for components of the product.
The product roadmap is at the level of features and epics – user stories are not included.
A product roadmap should be expressed as a big visible chart that shows important milestones, features and target release dates. As changes are made items are added, moved and removed from the roadmap.
Players take turns joining one twig to another but the connected ends must be the same color. As the tree gets larger, one must strategically place their twigs to prevent the entire unit from falling over. It’s one of those games that would totally drive me crazy but I would still play it again and again.
The link describes how to work more effectively, by not working too long at any one time.
But what does that mean, in the context of what you say, to seperate this ineffectiveness from "our dreams turned goals turned projects" ?
[1] Do you simply mean to seperate it from out productive work?
Also, sometimes the only way to reach a consensus is for some participants to get so tired they become more willing to give up on their position just to bring things to a close. Thus, it would appear that the larger the organization and the more consensus-based it is, the better the likelihood that really important decisions will be made by tired minds, when they are most likely to make the decision badly.
Shannons Law is about data transmission capacity, binary data being dumped into a noisy channel at one end and yet being able to ensure it can be accurately recovered at the other.
It is not relevant to Wikipedia.
I don't mean this as against you Paul, I know you're only quoting a source, but I really hate it when people subvert very specific science or maths theorem for something utterly unrelated.
Among my friends and acquaintances, everybody distrusts Wikipedia and everybody uses it. Distrust and productive use are not incompatible. Wikipedia is the ultimate open source repository of information. Everyone is free to read it and everyone is free to write it. It contains articles in 262 languages written by several million authors. The information that it contains is totally unreliable and surprisingly accurate. It is often unreliable because many of the authors are ignorant or careless. It is often accurate because the articles are edited and corrected by readers who are better informed than the authors.
Jimmy Wales hoped when he started Wikipedia that the combination of enthusiastic volunteer writers with open source information technology would cause a revolution in human access to knowledge. The rate of growth of Wikipedia exceeded his wildest dreams. Within ten years it has become the biggest storehouse of information on the planet and the noisiest battleground of conflicting opinions. It illustrates Shannon’s law of reliable communication. Shannon’s law says that accurate transmission of information is possible in a communication system with a high level of noise. Even in the noisiest system, errors can be reliably corrected and accurate information transmitted, provided that the transmission is sufficiently redundant. That is, in a nutshell, how Wikipedia works.
The information flood has also brought enormous benefits to science. The public has a distorted view of science, because children are taught in school that science is a collection of firmly established truths. In fact, science is not a collection of truths. It is a continuing exploration of mysteries. Wherever we go exploring in the world around us, we find mysteries. Our planet is covered by continents and oceans whose origin we cannot explain. Our atmosphere is constantly stirred by poorly understood disturbances that we call weather and climate. The visible matter in the universe is outweighed by a much larger quantity of dark invisible matter that we do not understand at all. The origin of life is a total mystery, and so is the existence of human consciousness. We have no clear idea how the electrical discharges occurring in nerve cells in our brains are connected with our feelings and desires and actions.
Even physics, the most exact and most firmly established branch of science, is still full of mysteries. We do not know how much of Shannon’s theory of information will remain valid when quantum devices replace classical electric circuits as the carriers of information. Quantum devices may be made of single atoms or microscopic magnetic circuits. All that we know for sure is that they can theoretically do certain jobs that are beyond the reach of classical devices. Quantum computing is still an unexplored mystery on the frontier of information theory. Science is the sum total of a great multitude of mysteries. It is an unending argument between a great multitude of voices. It resembles Wikipedia much more than it resembles the Encyclopaedia Britannica.
The rapid growth of the flood of information in the last ten years made Wikipedia possible, and the same flood made twenty-first-century science possible. Twenty-first-century science is dominated by huge stores of information that we call databases. The information flood has made it easy and cheap to build databases. One example of a twenty-first-century database is the collection of genome sequences of living creatures belonging to various species from microbes to humans. Each genome contains the complete genetic information that shaped the creature to which it belongs. The genome data-base is rapidly growing and is available for scientists all over the world to explore. Its origin can be traced to the year 1939, when Shannon wrote his Ph.D. thesis with the title “An Algebra for Theoretical Genetics.”
Shannon was then a graduate student in the mathematics department at MIT. He was only dimly aware of the possible physical embodiment of genetic information. The true physical embodiment of the genome is the double helix structure of DNA molecules, discovered by Francis Crick and James Watson fourteen years later. In 1939 Shannon understood that the basis of genetics must be information, and that the information must be coded in some abstract algebra independent of its physical embodiment. Without any knowledge of the double helix, he could not hope to guess the detailed structure of the genetic code. He could only imagine that in some distant future the genetic information would be decoded and collected in a giant database that would define the total diversity of living creatures. It took only sixty years for his dream to come true.
The challenge before us was complex. The 49er was a new class of boat that hardly anybody could handle and we had very little experience to build upon. We also knew we would have to take our racing skills and our physical fitness to completely new levels, as well as learning to sail the boat. And on top of all that we had organize everything ourselves and raise the money for what to many seemed like a 4-year holiday. Of course the reality was a lot of hard work with long days and plenty of ups and downs. It was intense, but very rewarding because we were really focused on our shared dream goal – and we loved to sail the boat for hours at a time, day after day.
We had incredibly long to-do lists, so it was frustrating and stressful trying to fit in everything we had to do each day. I knew that if we were to reach our goal, we had to approach this challenge in a better way. Setting the right priorities is easier said then done when entering uncharted territory: there always seemed too much to do and resources were scarce. But the clock was ticking, so we had to prioritize if we were to achieve anything at all.
What I needed was a visual map to show the entire structure of the challenge: every goal and subgoal. I wanted to fly over the landscape of goals and get the view from 30,000 feet: seeing all the goals at once and the connections between them. What’s more I had to track our progress in every area so I could always see exactly where we were in order to decide what to do next.
So I came up with the Goalscape goal map. A multi-level pie chart seemed to be the best way to break down the huge challenge into specific goals and subgoals in every area. The circle represented the fact that our resources were limited: when we spent time, money and energy in one area, we could not spend it anywhere else.
Setting the right priorities is easier said then done when entering uncharted territory: there always seemed too much to do and resources were scarce. But the clock was ticking, so we had to prioritize if we were to achieve anything at all.
My main problem is that I cannot find anything to bring my Firefox passwords into Opera
HTTPS everywhere
Was using Opera for years and I can only say that its passwords management always sucked. No import, no export, just pray
Failures and security breaks are the cloud's 800-lb. gorilla if you ask me, on top of privacy issues.
On the one hand, the providers of cloud services want you to trust them. On the other hand, they don't want to accept liability. Those two incompatible approaches have never been truly tested IMO.
Yep... I'd have left LastPass immediately if they'd revealed passwords. I'm not that bothered about someone potentially knowing the sites I got to. Most of them are stuff like forums (where you can see my username anyway) and Facebook (which are obvious sites for just about everyone).
What you said about password variations is fine, but it doesn't take into account this wouldn't work in practice. Most, if not all, sites I go to will lock you out for 10 to 30 minutes after 3 to 5 password fails. The only way any type of brute force (even a variation guessing) attack would work is if they had access to the database itself, which would be extremely rare and while possible (Gawker!) is very unlikely. Also, my example of adding "123" was just an example, and would probably be very early in any list of variations. You could use something better which would be harder to guess as a variation.
(A) is true, but there are also risks with not using such a service that you have to weigh up. For example, password re-use, tending to use predictable passwords versus random passwords, risk of phishing (LP would only enter the pw on the real site), keyloggers, being watched/recorded typing pw in, etc.
(B) + (C) exactly what I do. I can't (I don't think anyway) use LP for my bank as it asks for random characters from two passphrases. I don't use it for Gmail or PayPal (I use 2-factor though for both). I already use Facebooks login from new computer notification. All good advice.
Why would anyone trust a proprietary security tool? Have we learned nothing?
Essential parts of their code can be reviewed.
Incentives matter. LastPass has every incentive to keep their system secure -- one serious breach and their business is dead.
While open source has advantages, it doesn't help if there are not enough people maintaining it, and if security patches are not pushed to you automatically. Peer review is not the only factor in the game.
I’m afraid we typically do not. Most often (not just at UT but at any large institution) the decision gets made at the end of a long meeting. The less important decisions can get made more quickly and so often are addressed first, and the very importance of the decision tends to cause it to be put off until the end. Also, sometimes the only way to reach a consensus is for some participants to get so tired they become more willing to give up on their position just to bring things to a close. Thus, it would appear that the larger the organization and the more consensus-based it is, the better the likelihood that really important decisions will be made by tired minds, when they are most likely to make the decision badly.
