We’re obsessed with Time.
Songs and literature don’t forget to remind us that Time goes by, that Time is the key measure of almost everything, even of apparently very solid, indestructible structures as concrete walls.
There’s a key question about Time, which is that we know Time’s effects but – as for many other of nature’s processes – we neither know nor understand Time’s rules. Continue reading
There’s a lot we don’t yet know about this classic disaster, but nonetheless it is not too early to examine several obvious flaws in the approach. Top software professionals knew at the outset of various measures that would have saved a lot of expense and embarrassment, but were not applied. It seems clear this project was “managed” by comparative amateurs clearly not up to the management challenge. This effort did not fail for technical reasons – virtually all of the issues that have arisen were foreseeable and preventable. Continue reading
I had a similar thought about two completely different things recently. The first is merely an example from life – its’ one of those things that you really don’t want to think about and if you can avoid knowing it at all (which means you should skip the next paragraph) that’s probably a good thing.
The second comes from material I’ve been preparing to teach a class on testing. But, I don’t want to get ahead of myself …
So,is it possible to know too much and does that knowledge put you at risk or at least a disadvantage? Continue reading
People Are Dying Producing Your Product – Conversation with Arche Advisers CEO Greg Gardner. This article was originally published on CSRwire Talkback, September 12, 2013.”
http://www.csrwire.com/blog/posts/1011-people-are-dying-producing-your-product-in-conversation-with-arche-advisers-ceo-greg-gardner?utm_medium=Twitter&utm_campaign=CSR%2Band%2Bsustainability%2Bnews#! Continue reading
Back in the early 1980s, manufacturers in America woke up to the fact that Toyota and other Japanese companies were outperforming them on quality and efficiency. They looked across the Pacific and copied the first thing they could see — rapid delivery of parts to the plant. They called it Just-in-Time and mandated it from their suppliers. Continue reading