The right to lifers

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Anthony Bedford, Wallace Fowler

This title teaches the basic principles of mechanics, taking a critical thinking approach to help introductory students learn to think like engineers. It is supported by the OneKey course management system that enables instructors to post solutions, manage homework, and offer students test/quiz preparation and more via a free class Web site.

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Howard Eisner

Written by a leading expert in systems engineering, Essentials of Project and Systems Engineering Management uses a practical and integrative approach to enable readers to understand and implement the basics quickly in a host of key areas - including project planning, cost and sensitivity analyses, leadership and team building, requirements analysis and allocation, principles of systems architecting, and more. In the process, the book clarifies the often unclear relationship between project management and systems engineering by demonstrating how systems engineering actually fits into the overall structure of a project. Packed with real-life examples and up to date with the latest trends in software engineering and integrative management, Essentials of Project and Systems Engineering Management is the ideal guide for professional technical and engineering managers, and an important resource for students of engineering and business management.

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Ralph Kimball, Joe Caserta

Cowritten by Ralph Kimball, the world's leading data warehousing authority, whose previous books have sold more than 150,000 copies Delivers real-world solutions for the most time- and labor-intensive portion of data warehousing-data staging, or the extract, transform, load (ETL) process Delineates best practices for extracting data from scattered sources, removing redundant and inaccurate data, transforming the remaining data into correctly formatted data structures, and then loading the end product into the data warehouse Offers proven time-saving ETL techniques, comprehensive guidance on building dimensional structures, and crucial advice on ensuring data quality

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Marshall Phelps, David Kline

At the start of this decade, Microsoft was on the defensive--beset on all sides by anti-trust suits and costly litigation, and viewed by many in the technology industry as a monopolist and market bully. How was it going to survive and succeed in the emerging new era of "open innovation," where collaboration and cooperation between firms, rather than market conquest, would be the keystones of success? This was the challenge facing Microsoft founder and Chairman Bill Gates. But "like Cortez burning his ships at the shores of the New World," Gates decided to embrace the change that was needed. He recruited Marshall Phelps--the legendary "godfather" of intellectual property who had turned IBM's IP portfolio into a $2 billion-a-year gold mine--out of retirement and into the cauldron of controversy that was Microsoft. Only this time Phelps' mission was infinitely more challenging than simply making money from IP. It was to help reform Microsoft's "man the barricades" culture, encourage the company to abandon its fortress mentality around its technology and share it with others for mutual benefit, and use intellectual property not as a weapon of competitive warfare but as a bridge to collaboration with other firms instead. Here, for the first time (and 500 collaboration deals later), is the inside story of what one analyst has called "the biggest change Microsoft has undergone since it became a multinational company." In this book, authors Marshall Phelps and David Kline take the reader inside the dramatic struggle within Microsoft to find a new direction. They offer an extraordinary behind-the-scenes view of the high-level deliberations of the company's senior-most executives, the internal debates and conflicts among executives and rank-and-file employees alike over the company's new collaborative direction, and the company's controversial top-secret partnership building efforts with major open source companies and others around the world. Nothing was held back from this book save for information specifically prohibited from disclosure by confidentiality agreements that Microsoft signed with other companies. Indeed, the degree of access to Microsoft's inner workings granted to the authors--and the honest self-criticism offered by Microsoft leaders and employees alike--was unprecedented in the company's 34-year history. There are lessons in this book for executives in every industry--most especially on the role that intellectual property can play in liberating previously untapped value in a company and opening up powerful new business opportunities in today's era of "open innovation." Here is a powerful inside account of the dawn of a new era at what is arguably the most powerful technology company on earth.