PUBLIC MARKS with search teams

Autant dire, une pratique que l’on pensait disparue pour les dernières nouveautés des grandes maisons. Espérons que la maison centenaire va rapidement rectifier son fichier et proposer une mise à jour à ses clients (un processus simple à mettre en oeuvre sur l’iBookstore et le Kindle Store).

L’influence des teams pirates est indéniable, surtout dans un marché encore embryonnaire. Face à une offre de contenu encore limitée et parfois de piètre qualité (nous ne manquerons pas de revenir sur cette question), l’offre illégale est souvent de bien meilleure qualité.

Une fois de plus, de pire que les grands éditeurs on ne trouve que ceux qui ne leur voient aucune qualité. Si ebouquin ne voit pas l'offre, pourquoi ne citent-ils dans cet article que les deux "supermarchés de la culture" qui ne sont pas particulièrement connus ni pour leur ouverture ni pour leurs efforts (autre que ceux, visiblement payant, pour s'auto-désigner "passage obligé"). Une chose est sûre, avec une contre-offensive de ce niveau, nul besoin de dresser de défenses.

Popular content is available in China, with Chinese subtitles within 8 hours of being broadcast almost anywhere in the world

I believe that the trend to “go Agile” is misguided. If a company is developing good software, the people involved in developing that software are happy working there, the software development is sustainable, and the business is being adequately served by that software, there’s really no need for them to try to be more or less Agile. Agile has challenges like any other culture, but the single biggest challenge I find is companies trying to solve development, process, management, and/or schedule problems by “going Agile.” Teams who have grown up in a culture that is fundamentally different than Agile simply will not find it easy to “go Agile.”

Scott Barber

One innovation the CBIRFs shared with their Japanese counterparts is the use of colored helmets to help distinguish various roles in a “hot zone” contaminated with radiation. White helmets designate supervisors, red helmets are used to signify search-and-rescue teams, yellow are for decontaminators, and green for identification and detection specialists. Blue helmets are used for medical personnel.

We conducted interviews with sixteen members of teams that worked across global time zone differences. Despite time zone differences of about eight hours, collaborators still found time to synchronously meet. The interviews identified the diverse strategies teams used to find time windows to interact, which often included times outside of the normal workday and connecting from home to participate. Recent trends in increased work connectivity from home and blurred boundaries between work and home enabled more scheduling flexibility. While email use was understandably prevalent, there was also general interest in video, although obstacles remain for widespread usage. We propose several design implications for supporting this growing population of workers that need to span global time zone differences.

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When we decided to move SUMO to a new platform, one of the reasons we chose Django was code sharing and reuse—specifically that SUMO and AMO would be able to share code, meaning both teams would save time and see benefits.