Trekkies and Trekkers alike will get starry-eyed over this eclectic mix of essays on the groundbreaking original Star Trek series. Star Trek writers D. C. Fontana and David Gerrold, science fiction authors such as Howard Weinstein, and various academics share behind-the-scenes anecdotes, discuss the show’s enduring appeal and influence, and examine some of the classic features of the show, including Spock’s irrationality, Scotty’s pessimism, and the lack of seatbelts on the Enterprise. The impact of the cultural phenomenon on subsequent science-fiction television programs is explored, as well as how the show laid the foundation for the science fiction genre to break into the television medium.
In their first few weeks in space, Captain Jonathan Archer and the crew of the Enterprise™ have already discovered several new species and explored strange new worlds. But each planet brings new discoveries...and new dangers. BY THE BOOK The Fazi, whose ultraregulated culture ranges from strict conversation protocols to unvarying building designs, inhabit half of a planet discovered by the Enterprise. But after a disasterous first contact with the ruler of the Fazi, Archer must depend on Vulcan science officer T'Pol and communication specialist Hoshi Sato to help him mend relations with the people of this planet, and unravel the mystery of the other creatures living on the world.
A guide to making a model USS Enterprise which can sit on a table-top, or on its stand, or be hung as a mobile. The book features 20 press-out pieces and a colour photograph of the completed vessel.
Addresses the question of how aspiring occupations became professions and, in particular, examines how social workers historically went about this profession-building process and with what consequences. Annotation copyrighted by Book News, Inc., Portland, OR
An all-new novel based upon the explosive Star Trek TV series! A shattered ship, a divided crew—trapped in the infernal nightmare of conflict! Hearing of the outbreak of hostilities between the United Federation of Planets and the Klingon Empire, Captain Christopher Pike attempts to bring the USS Enterprise home to join in the fight. But in the hellish nebula known as the Pergamum, the stalwart commander instead finds an epic battle of his own, pitting ancient enemies against one another—with not just the Enterprise, but her crew as the spoils of war. Lost and out of contact with Earth for an entire year, Pike and his trusted first officer, Number One, struggle to find and reunite the ship’s crew—all while Science Officer Spock confronts a mystery that puts even his exceptional skills to the test…with more than their own survival possibly riding on the outcome…
This is the first book to seriously address the disconnection between nimble Agile teams and other groups in the enterprise, including enterprise architecture, the program management office (PMO), human resources, and even business executives. When an enterprise experiments with practice improvements, software development teams often jump on board with excitement, while other groups are left to wonder how they will fit in. We address how these groups can adapt to Agile teams. More importantly, we show how many Agile teams cause their own problems, damaging scalability and sustainability, by requiring special treatment, and by failing to bridge the gaps between themselves and other groups. We call this phenomenon “Agile illth.” Adopting a set of “best practices” is not enough. All of us, Agile teams and the corporate groups, must change our intentions and worldviews to be more compatible with the success of the enterprise. Join us on the journey to enterprise agility. It is a crooked path, fraught with danger, confusion and complexity. It is the only way to reach the pinnacles we hope to experience in the form of better business value delivered faster for less cost.
Enterprise Architecture is the discipline of managing the complexities of the Business-IT landscape. It has been around since the 1980's, when for the first time computers were connected in networks, and the already serious (and unsolved) problem of the complexity of computer programs for relatively simple business needs turned into the huge problem of large networks of them in complex business landscapes. In spite of many 'best practices' and 'frameworks' that have been introduced, Enterprise Architecture is not a great success. After thirty years, we still have the same problems. Chaos is still everywhere. Projects still fail far too often. In this book, (hidden) assumptions behind the existing approaches to enterprise architecture are challenged, and a more realistic perspective that helps us battle the complexities and unpredictabilities of today's Business-IT landscapes is described. Practical suggestions about enterprise architecture governance and products, based on real-world experience with the described approach, complete the book. From general management to IT professionals, everyone who is confronted with the problem of managing Business-IT landscapes can profit from the insights this book offers. No specialist prior knowledge is required. Gerben Wierda is author of Mastering ArchiMate, and was, amongst other things, Lead Architect of the Judiciary in The Netherlands, Lead Architect of APG Asset Management, and is now Team Coordinator Architecture & Design at APG. He holds an M.Sc in Physics from the University of Groningen and an MBA from RSM Erasmus, Rotterdam.
Enterprise One to One has taken its place alongside Don Peppers and Martha Rogers's The One to One Future as a marketing classic on how to sell more products to fewer customers through one-to-one marketing. In this brave new world, where microchip technology is making it possible for businesses to know their customers better than ever before, there is incredible opportunity to build unbreakable customer relationships. Peppers and Rogers explain the strategies needed to achieve killer competitive advantages in customer loyalty and unit margin. Among the things Enterprise One to One teaches are how to improve customer retention, not just incrementally but dramatically; how to increase your share of each customer's business over time; how to protect and increase your unit margin; and how to make the transition to the Interactive Age with today's new technologies. Enterprise One to One is the bible for successful marketing in today's competitive, high-tech world. From the Trade Paperback edition.
Two experts in enterprise architecting lay out a holistic approach to creating a blueprint for future enterprise transformation. Every enterprise evolves continuously, driven by changing needs or new opportunities. Most often this happens gradually, with small adjustments to strategy, organization, processes, or infrastructure. But sometimes enterprises need to go beyond minor fixes and transform themselves, in response to a disruptive event or dramatically changing circumstances—a merger, for example, or a new competitor. In this book, enterprise architecting experts Deborah Nightingale and Donna Rhodes offer a framework for enterprise transformation. Successful transformation, they believe, starts with a holistic approach, taking into consideration all facets of the enterprise and its environment rather than focusing solely on one factor—information technology, for example, or organizational structure. This is architecting the future enterprise: creating a blueprint for what the enterprise will look like after the transformation. Nightingale and Rhodes introduce the ARIES (Architecting Innovative Enterprise Strategy) framework, including a ten enterprise element model and an architecting process model, and show how to apply it, from start to finish. They explain how to create a holistic vision for the future enterprise and how to generate concepts and alternative architectures; they describe techniques for evaluating possible architectures, tools for implementation planning, and strategies for communicating with stakeholders. Nightingale and Rhodes offer real-world examples throughout, drawing on their work at MIT, with an extensive case study of enterprise transformation at a medical device manufacturer. An appendix offers two additional architecting projects. Seven Architecting Imperatives • Make architecting the initial activity in transformation. • Develop a comprehensive understanding of the enterprise landscape. • Understand what stakeholders value and how that may change in the future. • Use multiple perspectives to see the whole enterprise. • Create an architecting team suited to the transformation challenges. • Engage all levels of leadership in transformation. • Architect for the enterprise's changing world.
