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Posted Mar 2, 2011 0:32 UTC (Wed) by wonder (guest, #64293) [Link]
Posted Mar 2, 2011 6:53 UTC (Wed) by paulj (subscriber, #341) [Link]
Posted Mar 2, 2011 1:03 UTC (Wed) by drag (subscriber, #31333) [Link]
There is a interesting website that I found a while ago:
It shows off a bunch of fun things you can do with Ubuntu Gnome desktop.
( Especially entertaining was the conkycolors and lua scriptings for conky. I never imagined that conky could look that cool. It's certainly improved my conky (of course only after liberal editing of the configuration conkycolors produced. :) )
One of the things that I found that may be of interest is 'Elementary' project (of sorts). The idea is take Ubuntu and Gnome and turn it into something else.
http://www.omgubuntu.co.uk/tag/elementary/ (another fun website)
This is fairly interesting: http://www.omgubuntu.co.uk/2011/02/postler-elementary-e-m...
A Emailer application written in Vala that integrates into Ubuntu properly. Pretty fantastic stuff. And guess what? It isn't Evolution!! :D I have my doubts about it, but if it can handle IMAP correctly then it may be the miracle I've been looking for.
The whole project is pretty interesting and they are not hammering anybody over the head that it's open source. They are not forcing compiles or anything like that. They provide nice binaries via PPAs and that is pretty cool. It's a refreshing attitude.
Here is the ultimate ambition: http://www.youtube.com/watch?v=YFwHTcSZjAk
I am not to hip to the whole dock thing, but it can be moved to the side then I can live with it. :)
I figure if anybody wants to fork anything they should at least join something like that that is future looking. As long as it maintains binary compatibility with Ubuntu with everything then I think it's very cool.
BTW.. I love PPAs. Just love them to death. The whole "Launchpad" thing is pretty dubious, but PPAs are a work of genius.
Posted Mar 2, 2011 6:00 UTC (Wed) by elanthis (guest, #6227) [Link]
Actual stuff is being stripped away. Bugs are being not-fixed because they're in "compatibility components" that the gnome devs don't care about. Whole reams of features have been stripped out or just left broken. The new control center is a usability abomination, half-browser and half-doesn't-ever-work. Metacity's compositor has been broken for over a year and the bugs I file get closed as wontfix "we don't give a shit use mutter or go away."
It's a lot more than just uninstalling the gnome-shell package and setting a few gsettings keys. Especially as the code gets stripped out for the features and layout the gnome guys don't want anymore. Like locking gnome-panel into looking and acting solely like the gnome-shell panel (which is the crux of most users' complaints with gnome-shell -- its "panel" is utterly useless).
The gnome guys want gnome-panel to disappear entirely. They want Nautilus to lose its ability to manage the desktop window. They want Metacity to fade away. They aren't doing this right away _solely_ because gnome-shell/mutter require OpenGL and the Linux graphics stack still sucks so much. If it wasn't for their incredibly poor technical ability (just make mutter/gnome-shell work over cairo, they don't need OpenGL for anything they're doing, and cairo can be hardware accelerated for image scaling if the graphics stack supports it) and the inability for Linux to get decent graphics drivers then gnome 3 would have already completely eliminated the actually usable gnome 2 UX.
In terms of future-looking, that's what I want. Gnome-shell is not the future, at least not the future of desktop PCs with large monitors and mice rather than tiny touch-based screens. The community can't do those things if the core components are bit-rotted and thrown away.
We don't need or want gnome-panel. We need an updated, evolved, cleaned up gnome-panel. A gnome-panel that gnome won't accept or have anything to do with, even if I submitted all the code directly to them. Metacity needs a new, stable compositor, that can use xrender or opengl depending on hardware/driver capabilities. Nautilus needs its desktop window support to actually be expanded and bugfixed so that it's not obnoxious as hell to use on multi-monitor screens and renders and arranges dekstop icons intelligently and has a desktop menu that actually does something useful.
That all requires forks, because gnome won't have anything to do with improvements to any of those components because they're just there for fallback mode until they can finally force the unwanted gnome-shell down everyone's throats and then stop maintaining all the old desktop components.
Posted Mar 2, 2011 7:06 UTC (Wed) by drag (subscriber, #31333) [Link]
You have a lot of points that are valid if they matter to you. It's your time and I would be happy seeing you doing something that would make you happy to do. Seriously.
But this is a red herring. "2D acceleration" no longer exists for modern hardware, or at least any hardware going forward. You'll probably see it on embedded systems or Via's crap, but all that is going to go away also. One way or the other. This means that it only requires marginally more work to get basic OpenGL support then fast XRender support. And OpenGL is more important then XRender as on modern CPUs the 2D performance is just fine on pure software.
This means your choice isn't going to be between 2D or 3D acceleration... it's just a choice between having acceleration or not at all. Compositing is going to suck no matter what if you don't have decent acceleration. I think a Xrender-based compositor has VERY limited utility.
But you can do what you want. I just don't want you to put a lot of effort into something and you end up with the last time somebody put a lot of work behind a serious effort into (semi-)forking Gnome.
On a semi-side note.
I recently built a new machine using All-AMD chipsets just because I appreciate their efforts. AMD CPU, AMD mainboard chipset, and ATI 5770-based video card. I was afraid I was making a huge mistake, but with a rather insane setup using xorg-edgers PPA (beta Mesa + New X + beta ATI drivers) on Ubuntu 10.10 I am very surprised by the quality of the experience. I'm even running 2.6.38 kernel. I am using the Gallium drivers and despite throwing random games at it running compiz, flash video, (simultaneously) and trying different things that normally caused issues for me in the past in Linux with OSS drivers.... it's been dead stable. It's amazing and I doubt other people will have similar experiences, but for me it's working fantastically.
Devils are in the details
Posted Mar 2, 2011 9:56 UTC (Wed) by renox (subscriber, #23785) [Link]
So don't claim that 2D acceleration is identical to 3D acceleration even if they use the same hardware and drivers: this is only true if the drivers are flawless..
Posted Mar 2, 2011 12:11 UTC (Wed) by drag (subscriber, #31333) [Link]
It's really bad form for applications developers to be forced to hack around Linux being shitty. It's better just to fix Linux and application developers can concentrate on using the APIs that are most appropriate for what they want to do.
Otherwise what your really doing is forcing the application developers to force users to make the choice between something that runs like crap versus something that crashes their computer. Choice is not a good thing when all the choices suck.
Posted Mar 2, 2011 13:16 UTC (Wed) by michaeljt (subscriber, #39183) [Link]
Currently that means using proprietary graphics drivers for many people, which is something a lot of Linux users don't feel comfortable with. As far as I can see, the Nouveau people and their colleagues are putting in a heroic effort to "fix" their bits of Linux, but it is hard for them to promise anything on a predictable time scale.
Posted Mar 2, 2011 13:19 UTC (Wed) by rahulsundaram (subscriber, #21946) [Link]
Posted Mar 2, 2011 14:14 UTC (Wed) by michaeljt (subscriber, #39183) [Link]
The Nouveau people are still very cautious regarding their 3D support, and warn people not to use it on production systems. Of course delivering more than they promise is much better than promising things and not delivering...
Posted Mar 2, 2011 16:34 UTC (Wed) by drag (subscriber, #31333) [Link]
It's actually faster then the older more traditional DRI drivers already.
I am cautiously optimistic that we have reached a similar situation with graphics that we saw with wifi... were the introduction of mac80211 protocol stack actually provided the basis for making it easier to write great working drivers for the majority of the hardware.
Posted Mar 3, 2011 9:46 UTC (Thu) by rahulsundaram (subscriber, #21946) [Link]
Posted Mar 2, 2011 14:01 UTC (Wed) by renox (subscriber, #23785) [Link]
Well it's called being pragmatic and wanting to have your application being available now, not several years in the future.. KDE developers do maintain a 'blacklist' list of features, but apparently there still wasn't enough testing (perhaps a lack of communication?) as I remember reading some complaints about HW-acceleration bugs..
>It's better just to fix Linux
Except that it's just wishful thinking: 1) some HW don't have open specifications! 2) Application developers may not own the problematic HW 3) plus fixing HW drivers (especially complex one such as 3D drivers) is a very different skill than developing applications.
>[cut] Choice is not a good thing when all the choices suck.
Welcome to the real world.
Posted Mar 2, 2011 14:40 UTC (Wed) by mjg59 (subscriber, #23239) [Link]
No. It may require different knowledge, but the skills are exactly the same.
Posted Mar 2, 2011 16:21 UTC (Wed) by drag (subscriber, #31333) [Link]
So is having a good experience with a desktop that is designed to both use XRender and OpenGL to do the same thing. :P
> 1) some HW don't have open specifications!
Yes. This sucks. But there is plenty that do, or at least are 'open enough' that they work out well. Nowadays we have enough hardware on the market made by Linux-friendly-enough companies that I think it's pretty reasonable to expect that if people want to run Linux with the "Full Desktop" experience that they can obtain the necessary hardware.
And like I mentioned before: On modern hardware there is no longer 2D. It's not simple like that anymore. Drivers capable of driving XRender are going to be capable of doing other stuff. It's a API that is designed for hardware that doesn't exist anymore, I suspect. I am sure that other people understand the details better.
What we really need is a DE environment that is willing to depend on fully functioning subset of a particular popular API. OpenGL is probably just fine in this regard. It should concentrate on just working with that set of assumptions. Not trying to support multiple APIs and forcing users to choose when they have neither the knowledge of the hardware or understanding of the environment necessary to make a proper choice.
Then we need a 'lite' fall back were there is no acceleration available at all. That all your expected to be using is just pure software rendering or bit blotted display or something like that. Even if it ends up slow because application developers learn to depend on a properly configured computer it is not terribly important. It just needs to work.
> 2) Application developers may not own the problematic HW
This is what quality assurance and test suites are there to deal with.
Live CDs, usb drive images, automated benchmarks. It's easy nowadays to setup previews and things that people can just download and run. No compiling necessary or deep understanding. Trace logs and scripts to help providing debug information to developers should be built into the evaluation environments and nice documentation on what developers want needs to be provided. Information on the experience of the tester can be uploaded automatically or be sent with a press of a button.
It's often very useful to have the folks that QA be completely different from the folks that develop. Programmers are often 'too close' to the software to be able to see how users will approach it and what issues they will find. This helps issues get identified quicker in many cases.
Posted Mar 2, 2011 11:16 UTC (Wed) by ovitters (subscriber, #27950) [Link]
Note: I'm one of the GNOME sysadmins.
Posted Mar 4, 2011 22:30 UTC (Fri) by elanthis (guest, #6227) [Link]
Also, having gone over a lot of recent GNOME changes in git, it seems that a lot of the core modules really are just moving away from what we want. I can see a few maintainers fighting the good fight (like the gnome-panel maintainer thankfully telling McCann to sit down and shut up when he asks for sweeping removal of any GNOME 2 compatibility... if only everyone would do that) but it seems a losing battle. The mystic hobbyist design guru-wannabe is getting away with too much and getting too much of the code I'd need to build off of to be flat out ripped out of the modules. If they were just configuration changes, I could just repackage GNOME with some patches to the stock configuration as gnome-exde or something; instead, though, I need to flat out fork.
I've actually started reinvestigating XFCE. They have no public docs on design goals or anything, but it does seem like they're trying to clean up a lot of the crufty horrible UI and move more towards what GNOME 2 used to represent. Their primary problem is not a lack of desire towards a good desktop but a lack of manpower.
It may be better to try to get more support for XFCE from the community rather than fracturing it, or trying to fight against disinterested GNOME developers.
I'm going to dig into the XFCE code a bit more tonight or this weekend and see where that goes. There's a few hugely annoying UI warts that I may patch and see how well the XFCE community responds to changes that may remove some old-school UNIX uber-nerd-never-got-laid configuration options (like a text entry for strftime formatting for the clock applet on the panel? and no default entry for what is clearly the most popular and desirable format for most US users? WTF people!?) and gear things towards a better out of the box experience for people who don't know about, care about, or want to care about CDE or UNIX heritage.
Posted Mar 2, 2011 14:41 UTC (Wed) by walters (subscriber, #7396) [Link]
I doubt anyone would object to doing what you're talking about in the context of the GNOME git repository and discuss it on desktop-devel-list. Though of course for some of what you're talking about, you may break old applets, so I'm not sure you'll be satisfying the hardcore GNOME 2 user.
Posted Mar 4, 2011 23:07 UTC (Fri) by elanthis (guest, #6227) [Link]
I can measurably show how many of the gnome-shell UI design idioms are actively harmful and in complete opposition of much of the work of the old HIG and general, well-known good design. I've had a few discussions with a few of the Microsoft UX folks (living in Redmond has its advantages, even if I am living in the Belly of the Best. ;) and they're backing up a lot of the hunches I had about this stuff. (On a side note, many Microsoft employees are pretty cool; many of them even have Linux machines for personal use, although they rarely contribute to FOSS because of the legal reasons. I'm good friends with one of the guys who previously worked on the core .NET networking layers, who quit because he got sick of the Microsoft corporate idiocy, despite loving .NET; he was pretty bummed that he's permanently barred from working on Mono because of his previous involvement with the upstream .NET source. I've heard from more than a few Microsoft games folks that they wish to God software patents would die, that copyright expired within five years, and that releasing source to projects after they enter the public domain be mandatory... too bad the lawyers and executives don't see things the way their engineers do.)
Back on topic of gnome-shell's UI anti-features, take the example of the application "menu." There's a reason all the major OSes use a drop-down/pop-up menu for that: pointer locality. A drop-down menu means that the following click will be close to the original click. With gnome-shell, I have to put my cursor in the upper left corner, and then possibly move it to the far right (on a 30" screen) to select the application I want. On small netbook screens, it may not be all that bad. On touch UIs, that issue is completely gone. On conventional desktop computers, it's a big problem that makes the gnome-shell UI harder to use, more stressful for the arm, etc. On the other hand, those kinds of good-for-mice menus are bad for touch. This goes to another point of design: you have to actually have a target device in mind. There's a reason that iOS and OS X have some very different UI behavior, despite being very similar looking from the 10,000 foot overview perspective. OS X is meant for Big Computers, and iOS is meant for Little Devices. You simply CANNOT make a UI that works well for both. gnome-shell has chosen in many places to take a UI that works well for little devices while in other places still being very clearly designed for big computers. It's a horrific mix of UI design patterns that ends up fitting neither class of device particularly well. The design isn't "incomplete," it's flat out incorrect. Unless gnome-shell plans on including two UIs (which would not be hard given its CSS/JS implementation) optimized for different screen-size and input-device classes, it's a dead-end UI project, based purely on measurable, quantifiable aspects of how the UI is interacted with based on three decades of collective UX knowledge and wisdom from the professionals.
As another example, take the separate widget set for the shell, which breaks consistency, harms discoverability, duplicates engineering effort, etc. There's no good reason why gnome-shell's run dialog should look like it does, for instance; it's needless variation from what every other app looks like. Gnome-shell's widget set is just as bad as XMMS or mplayer-ui or xine-ui or any of those other weird custom UI applications that GNOME used to stand firmly against with the investment in and adherence to a well-researched HIG. It's still not clear for intance that the "Windows | Applications" text in the overview are really just weird-looking tabs rather than being labels.
A final issue is the screen-edge magic for the applications/windows menu. Windows 7 has something similar for the show desktop (bottom right corner) that can easily be turned off, and for good reason: it's very difficult for me to use a mouse on Windows 7 when the laptop is sitting in my lap, and the mouse tends to move around on teh armrest a bit, often ends up in that corner (that's the reason corner hotspots are supposedly so great: they're very easy to get to with a mouse device), and all my windows go away. With gnome-shell, I'd end up with the same obnoxious effect, except there's no way to turn it off like in Win7. A touch device does not have this problem; but then, a touch device has absolutely no use for edge/corner hotspots, either. Desktop PCs don't usually have this problem, either, but laptop users can. So gnome-shell has a design that's optimal for touch devices, except where it's optimal for non-touch devices, except where it's optimal for small screens without pointers, except where it's not optimal for being used with notebooks at all... it's schizophrenic UI incarnate.
Back to your original comment, I'd like to note that "being GNOME 2" is not important to me, nor should it really be important to anyone. Being anything _specific_ is not important; being a good, usable, consistent, desktop-PC-friendly environment is what's critical.
The only problem I have with change in general is when it happens too often. Users don't like constant change. Once they learn something, they want it to keep working that way, unless the "way" is just horrifically difficult, slow, or error-prone. Moving icons and menus around for discoverability's sake means that a handful of new users save a few seconds each and hundreds of thousands of existing users lose several minutes each (it's easier to learn a new thing than to relearn an old habit). So I was irritated with how GNOME 2 and its core apps tended to move things around with every release while trying to home in on an optimal "best n00b friendly UI" at the expense of its existing userbase. Even in the Windows world, which is often criticized for not changing enough, I've seen multiple people go into a borderline rage over changes from XP to Vista/7. Things like the Add/Remove Applications menu for instance moved from Control Center to My Computer. I personally had never used WinXP much, so when I got my first Win7 machine, I ended up looking at My Computer for that menu first and was pleased to find it there. Other people threw a fit because they couldn't find it because they had 10 years of repetition training them to go to Start->Control Center->Add/Remove Applications, and now it was gone. Users hate change, unless the change actually fixes something that was annoying them in the first place.
Change is still necessary, sure, especially when you got it really wrong at first. But if you only got it a little wrong, or you just _think_ you got it wrong and are just wildly guessing at what might be better, change is bad bad bad, and it should not be done. In other words, "don't fix what ain't broke."
Copyright © 2013, Eklektix, Inc. Comments and public postings are copyrighted by their creators. Linux is a registered trademark of Linus Torvalds

subset: commoncrawl


text:
I made these last night and they were fabulous! I used homemade turkey broth, rather than chicken broth, since that's what I had on hand.
Braised Fingerling Potatoes with Thyme and Butter
1 lb. fingerling potatoes, scrubbed
6 large sprigs fresh thyme
3 Tbsp. unsalted butter
Salt and freshly ground black pepper
1 1/2 to 2 cups low-salt chicken broth, preferably home-made
Leave the potatoes whole if less than 1 inch in diameter; halve them lengthwise if fatter. [I halved them all.] Arrange the potatoes in a single layer in a 12-inch skillet. They will be crowded, but they shouldn't be stacked. Tuck the thyme sprigs between the potatoes. Cut the butter into 3 pieces. Add the butter, 1/2 tsp. salt, and a few generous grinds of pepper to the potatoes.
Pour over just enough broth to almost cover the potatoes. Partially cover and bring to a gentle simmer over medium heat. Simmer, stirring gently once or twice, until the potatoes are tender when pierced with a fork, about 25 minutes. (If the broth threatens to dry up before the potatoes are tender, add 1/2 cup water.)
Transfer the potatoes to a serving dish with a slotted spoon. Increase the heat to high and boil the remaining liquid, uncovered, until it's reduced to a buttery glaze, 5 to 8 minutes, depending on the amount of liquid. [I didn't find this necessary, since it was already reduced to a glaze by the time the potatoes were cooked, even after adding the water.] Remove the thyme sprigs (most of the leaves will have fallen off). Pour the glaze over the potatoes and serve immediately.
Serves 2-3.
This was based on this recipe from Fine Cooking:


text:
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Waist Circumference, Not BMI, Explains Obesity-Related Health RiskPosted: Wednesday, March 10, 2004Although the addition of waist circumference (WC) to body mass index (BMI) predicts a greater variance in health risk than does BMI alone; whether the reverse is true is not known. Thus Queen's University, Kingston researchers evaluated whether BMI adds to the predictive power of WC in assessing obesity-related comorbidity. Subjects were 14,924 adult participants in the third National Health and Nutrition Examination Survey, grouped into categories of BMI and WC in accordance with the National Institutes of Health cutoffs. Odds ratios for hypertension, dyslipidemia, and the metabolic syndrome were compared for overweight and class I obese BMI categories and the normal-weight category before and after adjustment for WC. BMI and WC were also included in the same regression model as continuous variables for prediction of the metabolic disorders. They found: "With few exceptions, overweight and obese subjects were more likely to have hypertension, dyslipidemia, and the metabolic syndrome than were normal-weight subjects. After adjustment for WC category (normal or high), the odds of comorbidity, although attenuated, remained higher in overweight and obese subjects than in normal-weight subjects. However, after adjustment for WC as a continuous variable, the likelihood of hypertension, dyslipidemia, and the metabolic syndrome was similar in all groups. When WC and BMI were used as continuous variables in the same regression model, WC alone was a significant predictor of comorbidity." The researchers concluded: "WC, and not BMI, explains obesity-related health risk. Thus, for a given WC value, overweight and obese persons and normal-weight persons have comparable health risks. However, when WC is dichotomized as normal or high, BMI remains a significant predictor of health risk." Source: Diabetes In Control.com |
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text:
Project management
Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables),[1] undertaken to meet unique goals and objectives,[2] typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations),[3] which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.
The primary challenge of project management is to achieve all of the project goals[4] and objectives while honoring the preconceived constraints.[5] The primary constraints are scope, time, quality and budget.[6] The secondary —and more ambitious— challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
Until 1900 civil engineering projects were generally managed by creative architects, engineers, and master builders themselves, for example Vitruvius (first century BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834) and Isambard Kingdom Brunel (1806–1859).[7] It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex engineering projects.[8]
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.[9] Two forefathers of project management are Henry Gantt, called the father of planning and control techniques,[10] who is famous for his use of the Gantt chart as a project management tool (alternatively Harmonogram first proposed by Karol Adamiecki[11]); and Henri Fayol for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.[12] Both Gantt and Fayol were students of Frederick Winslow Taylor's theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.
The 1950s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[13] In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly Gantt charts and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The "Critical Path Method" (CPM) was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program;[14] These mathematical techniques quickly spread into many private enterprises.
At the same time, as project-scheduling models were being developed, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE continued its pioneering work and in 2006 released the first integrated process for portfolio, program and project management (Total Cost Management Framework).
The International Project Management Association (IPMA) was founded in Europe in 1967,[15] as a federation of several national project management associations. IPMA maintains its federal structure today and now includes member associations on every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB).[16] The ICB covers technical, contextual, and behavioral competencies.
In 1969, the Project Management Institute (PMI) was formed in the USA.[17] PMI publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes project management practices that are common to "most projects, most of the time." PMI also offers multiple certifications.
There are a number of approaches to managing project activities including lean, iterative, incremental, and phased approaches.
Regardless of the methodology employed, careful consideration must be given to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.
The traditional approach[edit]
A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach",[18] five developmental components of a project can be distinguished (four stages plus control):
- initiation
- planning and design
- execution and construction
- monitoring and controlling systems
- completion
Not all projects will have every stage, as projects can be terminated before they reach completion. Some projects do not follow a structured planning and/or monitoring process. And some projects will go through steps 2, 3 and 4 multiple times.
Many industries use variations of these project stages. For example, when working on a brick-and-mortar design and construction, projects will typically progress through stages like pre-planning, conceptual design, schematic design, design development, construction drawings (or contract documents), and construction administration. In software development, this approach is often known as the waterfall model,[19] i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature. The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development.[20] While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving—"defining the problem, weighing options, choosing a path, implementation and evaluation."
PRINCE2 is a structured approach to project management, released in 1996 as a generic project management method.[21] It combined the original PROMPT methodology (which evolved into the PRINCE methodology) with IBM's MITP (managing the implementation of the total project) methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned.
In the method, each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. This allows for automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring, the project can be carried out in a controlled and organized way.
PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization.
PRiSM (Projects integrating Sustainable Methods)[edit]
PRiSM[22] is a process-based, structured project management methodology that introduces areas of sustainability and integrates them into four core project phases in order to maximize opportunities to improve sustainability and the use of finite resources.
The methodology encompasses the management, control and organization of a project with consideration and emphasis beyond the project life-cycle and on the five aspects of sustainability, People, Planet, Profit, Process and Product. It derives the framework from ISO:21500 as well as ISO 14001, ISO 26000, and ISO 9001 PRiSM is also used to refer to the training and accreditation of authorized practitioners of the methodology who must undertake accredited qualifications based on competency to obtain the GPM certification.[23]
Critical chain project management[edit]
Critical chain project management (CCPM) is a method of planning and managing project execution designed to deal with uncertainties inherent in managing projects, while taking into consideration limited availability of resources (physical, human skills, as well as management & support capacity) needed to execute projects.
CCPM is an application of the theory of constraints (TOC) to projects. The goal is to increase the flow of projects in an organization (throughput). Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as are the resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.
The project plan should typically undergo resource leveling, and the longest sequence of resource-constrained tasks should be identified as the critical chain. In some cases, such as managing contracted sub-projects, it is advisable to use a simplified approach without resource leveling.
In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum". The drum can be a resource that acts as a constraint across projects, which are staggered based on the availability of that single resource.
One can also use a "virtual drum" by selecting a task or group of tasks (typically integration points) and limiting the number of projects in execution at that stage.
Event chain methodology[edit]
Event chain methodology is another method that complements critical path method and critical chain project management methodologies.
Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following principles.
- Probabilistic moment of risk: An activity (task) in most real-life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task.
- Event chains: Events can cause other events, which will create event chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule.
- Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the "critical events" or "critical chains of events." They can be determined by the analysis.
- Project tracking with events: Even if a project is partially completed and data about the project duration, cost, and events occurred is available, it is still possible to refine information about future potential events and helps to forecast future project performance.
- Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.
Process-based management[edit]
Also furthering the concept of project control is the incorporation of process-based management. This area has been driven by the use of Maturity models such as the CMMI (capability maturity model integration; see this example of a predecessor) and ISO/IEC15504 (SPICE – software process improvement and capability estimation).
Agile project management[edit]
Agile project management approaches based on the principles of human interaction management are founded on a process view of human collaboration. It is "most typically used in software, website, technology, creative and marketing industries."[24] This contrasts sharply with the traditional approach. In the agile software development or flexible product development approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process. Its the most consistent project management technique since it involves frequent testing of the project under development. Its the only technique in which the client will be actively involved in the project development. But the only disadvantage with this technique is that it should be used only if the client is having enough time to be actively involved in the project every now and then.
Lean project management[edit]
Lean project management uses principles from lean manufacturing to focus on delivering value with less waste and reduced time.
Extreme project management[edit]
In critical studies of project management it has been noted that several PERT based models are not well suited for the multi-project company environment of today.[citation needed] Most of them are aimed at very large-scale, one-time, non-routine projects, and currently all kinds of management are expressed in terms of projects.
Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low maneuverability in several cases[citation needed]. Instead, project management experts try to identify different "lightweight" models, such as Extreme Programming and Scrum.
The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management.
Benefits realisation management[edit]
Benefits realization management (BRM) enhances normal project management techniques through a focus on agreeing what outcomes should change (the benefits) during the project, and then measuring to see if that is happening to help keep a project on track. This can help to reduce the risk of a completed project being a failure as instead of attempting to deliver agreed requirements the aim is to deliver the benefit of those requirements.
An example of delivering a project to requirements could be agreeing on a project to deliver a computer system to process staff data with the requirement to manage payroll, holiday and staff personnel records. Under BRM the agreement would be to use the suppliers suggested staff data system to see an agreed reduction in staff hours processing and maintaining staff data (benefit reduce HR headcount).
Traditionally, project management includes a number of elements: four to five process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes will be used. Major process groups generally include:[6]
- Initiation
- Planning or design
- Production or execution
- Monitoring and controlling
- Closing
In project environments with a significant exploratory element (e.g., research and development), these stages may be supplemented with decision points (go/no go decisions) at which the project's continuation is debated and decided. An example is the Phase–gate model.
The initiating processes determine the nature and scope of the project.[26] If this stage is not performed well, it is unlikely that the project will be successful in meeting the business' needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.
The initiating stage should include a plan that encompasses the following areas:
- analyzing the business needs/requirements in measurable goals
- reviewing of the current operations
- financial analysis of the costs and benefits including a budget
- stakeholder analysis, including users, and support personnel for the project
- project charter including costs, tasks, deliverables, and schedule
Planning and design[edit]
After the initiation stage, the project is planned to an appropriate level of detail (see example of a flow-chart).[25] The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals.
Project planning generally consists of[27]
- determining how to plan (e.g. by level of detail or rolling wave);
- developing the scope statement;
- selecting the planning team;
- identifying deliverables and creating the work breakdown structure;
- identifying the activities needed to complete those deliverables and networking the activities in their logical sequence;
- estimating the resource requirements for the activities;
- estimating time and cost for activities;
- developing the schedule;
- developing the budget;
- risk planning;
- gaining formal approval to begin work.
Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable.
For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities.
Executing consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan and other frameworks that might be applicable to the type of project at hand.
Execution process group include:
- Direct and manage project execution
- Quality assurance of deliverables
- Acquire, develop and manage Project team
- Distribute information
- Manage stakeholder expectations
- Conduct procurement
Monitoring and controlling[edit]
Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.
Monitoring and controlling includes:[28]
- Measuring the ongoing project activities ('where we are');
- Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be);
- Identify corrective actions to address issues and risks properly (How can we get on track again);
- Influencing the factors that could circumvent integrated change control so only approved changes are implemented.
In multi-phase projects, the monitoring and control process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Project maintenance is an ongoing process, and it includes:[6]
- Continuing support of end-users
- Correction of errors
- Updates of the software over time
In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.
Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as change management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, "as built." The requirement for providing them is a norm in construction contracts.
When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project.
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.
This phase consists of:[6]
- Project close: Finalize all activities across all of the process groups to formally close the project or a project phase
- Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.
Project controlling and project control systems[edit]
Project controlling should be established as an independent function in project management. It implements verification and controlling function during the processing of a project in order to reinforce the defined performance and formal goals.[29] The tasks of project controlling are also:
- the creation of infrastructure for the supply of the right information and its update
- the establishment of a way to communicate disparities of project parameters
- the development of project information technology based on an intranet or the determination of a project key performance index system (KPI)
- divergence analyses and generation of proposals for potential project regulations[30]
- the establishment of methods to accomplish an appropriate the project structure, project workflow organization, project control and governance
- creation of transparency among the project parameters[31]
Fulfillment and implementation of these tasks can be achieved by applying specific methods and instruments of project controlling. The following methods of project controlling can be applied:
- investment analysis
- cost–benefit analyses
- value benefit Analysis
- expert surveys
- simulation calculations
- risk-profile analyses
- surcharge calculations
- milestone trend analysis
- cost trend analysis
- target/actual-comparison[32]
Project control is that element of a project that keeps it on-track, on-time and within budget.[28] Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees.
Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit.
Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines:
- A strategy to align development with the organization's broader objectives
- Standards for new systems
- Project management policies for timing and budgeting
- Procedures describing the process
- Evaluation of quality of change
Project managers[edit]
A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, engineering, architecture, computing, and telecommunications. Many other fields in production engineering and design engineering and heavy industrial have project managers.
A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
Project management triangle[edit]
Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost".[1] These are also referred to as the "project management triangle", where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.
The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.
The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.
Work breakdown structure[edit]
The work breakdown structure (WBS) is a tree structure that shows a subdivision of effort required to achieve an objective—for example a program, project, and contract. The WBS may be hardware-, product-, service-, or process-oriented (see an example in a NASA reporting structure (2001)).[33]
A WBS can be developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, sub-tasks, and work packages), which include all steps necessary to achieve the objective.[20]
The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.[33]
Project management framework[edit]
The program (investment) life cycle integrates the project management and system development life cycles with the activities directly associated with system deployment and operation. By design, system operation management and related activities occur after the project is complete and are not documented within this guide[25] (see an example of an IT project management framework).
For example, see figure, in the US United States Department of Veterans Affairs (VA) the program management life cycle is depicted and describe in the overall VA IT Project Management Framework to address the integration of OMB Exhibit 300 project (investment) management activities and the overall project budgeting process. The VA IT Project Management Framework diagram illustrates Milestone 4 which occurs following the deployment of a system and the closing of the project. The project closing phase activities at the VA continues through system deployment and into system operation for the purpose of illustrating and describing the system activities the VA considers part of the project. The figure illustrates the actions and associated artifacts of the VA IT Project and Program Management process.[25]
International standards[edit]
There have been several attempts to develop project management standards, such as:
- Capability Maturity Model from the Software Engineering Institute.
- GAPPS, Global Alliance for Project Performance Standards – an open source standard describing COMPETENCIES for project and program managers.
- A Guide to the Project Management Body of Knowledge from the Project Management Institute (PMI)
- HERMES method, Swiss general project management method, selected for use in Luxembourg and international organizations.
- The ISO standards ISO 9000, a family of standards for quality management systems, and the ISO 10006:2003, for Quality management systems and guidelines for quality management in projects.
- PRINCE2, PRojects IN Controlled Environments.
- Association for Project Management Body of Knowledge[34]
- Team Software Process (TSP) from the Software Engineering Institute.
- Total Cost Management Framework, AACE International's Methodology for Integrated Portfolio, Program and Project Management.
- V-Model, an original systems development method.
- The Logical framework approach, which is popular in international development organizations.
- IAPPM, The International Association of Project & Program Management, guide to project auditing and rescuing troubled projects.
Project portfolio management[edit]
An increasing number of organizations are using, what is referred to as, project portfolio management (PPM) as a means of selecting the right projects and then using project management techniques[35] as the means for delivering the outcomes in the form of benefits to the performing private or not-for-profit organization.
Project management software[edit]
Project management software has a capacity to help plan, organize, and manage resource pools and develop resource estimates. Depending the sophistication of the software, resource including estimation and planning, scheduling, cost control and budget management, resource allocation, collaboration software, communication, decision-making, quality management and documentation or administration systems.[36] Today, numerous PC-based project management software packages exist, and they are finding their way into almost every type of business. Software may range from the high-end Microsoft Project to a simple spreadsheet in Microsoft Excel.[37]
See also[edit]
- ^ a b Chatfield, Carl. "A short course in project management". Microsoft.
- ^ *The Definitive Guide to Project Management. Nokes, Sebastian. 2nd Ed.n. London (Financial Times / Prentice Hall): 2007. ISBN 978-0-273-71097-4
- ^ Paul C. Dinsmore et al (2005) The right projects done right! John Wiley and Sons, 2005. ISBN 0-7879-7113-8. p.35 and further.
- ^ Lewis R. Ireland (2006) Project Management. McGraw-Hill Professional, 2006. ISBN 0-07-147160-X. p.110.
- ^ Joseph Phillips (2003). PMP Project Management Professional Study Guide. McGraw-Hill Professional, 2003. ISBN 0-07-223062-2 p.354.
- ^ a b c d PMI (2010). A Guide to the Project Management Body of Knowledge p.27-35
- ^ Dennis Lock (2007) Project Management (9th ed.) Gower Publishing, Ltd., 2007. ISBN 0-566-08772-3
- ^ Young-Hoon Kwak (2005). "A brief History of Project Management". In: The story of managing projects. Elias G. Carayannis et al. (9 eds), Greenwood Publishing Group, 2005. ISBN 1-56720-506-2
- ^ David I. Cleland, Roland Gareis (2006). Global Project Management Handbook. "Chapter 1: "The evolution of project management". McGraw-Hill Professional, 2006. ISBN 0-07-146045-4
- ^ Martin Stevens (2002). Project Management Pathways. Association for Project Management. APM Publishing Limited, 2002 ISBN 1-903494-01-X p.xxii
- ^ Edward R. Marsh (1975). "The Harmonogram of Karol Adamiecki". In: The Academy of Management Journal. Vol. 18, No. 2 (Jun., 1975), p. 358. (online)
- ^ Morgen Witzel (2003). Fifty key figures in management. Routledge, 2003. ISBN 0-415-36977-0. p. 96-101.
- ^ David I. Cleland, Roland Gareis (2006). Global Project Management Handbook. McGraw-Hill Professional, 2006. ISBN 0-07-146045-4. p.1-4 states: "It was in the 1950s when project management was formally recognized as a distinct contribution arising from the management discipline."
- ^ Booz Allen Hamilton – History of Booz Allen 1950s
- ^ Bjarne Kousholt (2007). Project Management –. Theory and practice.. Nyt Teknisk Forlag. ISBN 87-571-2603-8. p.59.
- ^ ipma.ch
- ^ F. L. Harrison, Dennis Lock (2004). Advanced project management: a structured approach. Gower Publishing, Ltd., 2004. ISBN 0-566-07822-8. p.34.
- ^ Wysocki, Robert K (Robert K). Effective Project Management: Traditional, Adaptive, Extreme.
- ^ Winston W. Royce (1970). "Managing the Development of Large Software Systems" in: Technical Papers of Western Electronic Show and Convention (WesCon) August 25–28, 1970, Los Angeles, USA.
- ^ a b Stellman, Andrew; Greene, Jennifer (2005). Applied Software Project Management. O'Reilly Media. ISBN 978-0-596-00948-9.
- ^ OGC – PRINCE2 – Background
- ^ http://greenprojectmanagement.org
- ^ http://greenprojectmanagement.org/certification Missing or empty
(help) - ^ "What is Agile Project Management?". Planbox.
- ^ a b c d e f g h "Project Management Guide". VA Office of Information and Technology. March 3, 2005.
- ^ Peter Nathan, Gerald Everett Jones (2003). PMP certification for dummies. p.63.
- ^ Harold Kerzner (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (8th Ed. ed.). Wiley. ISBN 0-471-22577-0.
- ^ a b James P. Lewis (2000). The project manager's desk reference: : a comprehensive guide to project planning, scheduling, evaluation, and systems. p.185
- ^ Jörg Becker, Martin Kugeler, Michael Rosemann (2003). Process management: a guide for the design of business processes. ISBN 978-3-540-43499-3. p.27.
- ^ Bernhard Schlagheck (2000). Objektorientierte Referenzmodelle für das Prozess- und Projektcontrolling. Grundlagen – Konstruktionen – Anwendungsmöglichkeiten. ISBN 978-3-8244-7162-1. p.131.
- ^ Josef E. Riedl (1990). Projekt – Controlling in Forschung und Entwicklung. ISBN 978-3-540-51963-8. p.99.
- ^ Steinle, Bruch, Lawa (1995). Projektmanagement. FAZ Verlagsbereich Wirtschaftsbücher. p.136–143
- ^ a b NASA NPR 9501.2D. May 23, 2001.
- ^ Body of Knowledge 5th edition, Association for Project Management, 2006, ISBN 1-903494-13-3
- ^ Albert Hamilton (2004). Handbook of Project Management Procedures. TTL Publishing, Ltd. ISBN 0-7277-3258-7
- ^ Janssen, Cory. "Project Management Software". Techopedia. Retrieved 22 May 2013.
- ^ Pandey, Priyank (17 May 2013). "Sick of Microsoft Project? Manage Your Project in Excel". Flevy. Retrieved 22 May 2013.
External links[edit]
Wikimedia Commons has media related to: Project management |
- Guidelines for Managing Projects from the UK Department for Business, Enterprise and Regulatory Reform (BERR)
- Open Source Project Management manual


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In our earlier article, we have discussed about the Wi-Fi file sharing apps for iPhone then how Android can be left behind? Yes, this time we will talk about the free but best Wi-Fi file sharing apps for your Android device.You might be thinking that what is the need of Wi-Fi sharing apps if there are already so many options available that doesn't even require any special downloads or installations like sharing files over Bluetooth or by using USB cable. But what one does if USB cable or Bluetooth device will not be present at that time or due to any reason it is not working. Plus, you are also restricted with the distance and the speed when it comes to share the files over Bluetooth. But don't worry as there are so many apps available at the Google play that break down all these restrictions by allowing you to share the files over a Wi-Fi network. And you know what, we have listed down Top 9 Wi-Fi file sharing apps for which you don't even need to spend a single penny . Take a look.
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Life. Live it.
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How to choose between libgdx and andengine?. Some people suggest using ligdx. Some others prefer andengine. If someone is favouring one above the other what would he consider choosing betweeen the two?
closed as not constructive by Tetrad♦ Feb 27 at 17:02
As it currently stands, this question is not a good fit for our Q&A format. We expect answers to be supported by facts, references, or specific expertise, but this question will likely solicit debate, arguments, polling, or extended discussion. If you feel that this question can be improved and possibly reopened, see the FAQ for guidance.
It's a matter of preference. On the one hand, Andengine is a lot more beginner friendly. On the other, libgdx is quite powerful and offers bindings for OpenGL 1.0, 1.1 and 2.0. libgdx, while being really lightweight compared to Andengine, is also capable of delivering a fully 3D experience while Andengine caters for developers and game designers interested in it's 2D capabilities. See here for a more thorough comparison: http://www.dustypixels.com/2010/11/17/native-android-ogl-game-libraries-3-of-the-best/ |


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The Dirty 30 is more than just a race. It's a passion to see others conquer the challenges they face in life. It's about inspiring others to help out their fellow neighbor. To do more than just watch life pass you by, but to get in the action and Get Dirty, Do Good!
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Mount Jackson VA Home Listings
We are proud to present these featured Home Listings within the Mount Jackson, VA Real Estate market. New property listings are added frequently, so please check back often.
Property Listings
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Displaying properties 1 to 9 of 64
83 MOSBY HILL RD, BASYE, Virginia
ActiveThe "Tree House" has winter views of Bryce's Ski Slopes & is a MUST SEE! Looking for a home with no work required? This Is It! Flooring, Kitchen, Baths, & Walls were replaced in 2011. Granite … -
246 LOCUST LN, EDINBURG, Virginia
ActivePrivate country setting offers 15+ acres of park like woods and open pasture/cropland. Relax, drop a line in the stocked pond or enjoy the nice mountain views from the wrap around deck. 3 BR, 2 BA on … -
363 GREENVIEW DR, BASYE, Virginia
ActiveTake a look @ this BREATHTAKING Contemporary home on over an acre overlooking the Golf Course & Great North Mtn @ Bryce Resort. LvRm, DnRm & Ktch have Heart of Pine Floors that are absolutely … -
82 SCOTT RD, BASYE, Virginia
ActiveA Beautifuil Contemporary Home situated ON RED EYE SKI SLOPE at Bryce Resort. Custom built for current owner. Watch the skiers from your Living Room or Dining Room or step outside onto the ski slopes … -
74 KEITH PL, BASYE, Virginia
ActiveHome has views of 16th fairway at Bryce. Traditional floor plan w/garage. Octagonal living room w/fireplace adjoins 2 BR & 2 full BA, DR and upgraded appliances in kitchen. Lower level has 3rd BR, … -
157 SANDPIPER DR, BASYE, Virginia
ActiveThis immaculate home offers one-floor living on a large, quiet lot at Bryce. Winter views of the mountains from the huge screened porch, plus a small deck for the grill. Mud room off kitchen with … -
219 VALLEY VIEW RD, BASYE, Virginia
ActiveBeautiful, Contemporary Chalet at Bryce Resort on a quiet wooded lot. Stonework on the front facade grabs your attention immediately and continues on the fireplace as well as the chimney on back … -
1112 LEE RD, BASYE, Virginia
ActiveContemporary Chalet on Peaceful lot in quiet area of Bryce Resort. The Large deck is great for entertaining and relaxing. All 3 bedrooms & 2 baths are on the main floor. The spacious Master Suite has … -
51 CHERRY ST, MOUNT JACKSON, Virginia
ActiveONE FLOOR LIVING WITH FOUR BEDROOMS, TWO FULL BATHS AND A QUITE CORNER LOT AT BRYCE. THIS HOME HAS UPGRADES THROUGHOUT INCLUDING GRANITE COUNTER TOPS, UPGRADED CABINETS (BEAUTIFUL), UPGRADED …


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- Total number of rooms - 6
- Number of floors - 4
- Free breakfast
- Dry cleaning/laundry service
- Exhibit space
- Tours/ticket assistance
- Free Wi-Fi
- Limo or Town Car service available
- Garden
- Complimentary reception
- Smoke-free property
- Spa tub
If you find the same hotel for a cheaper price elsewhere online, we'll refund you the difference or let you cancel your booking free of charge. Terms and Conditions apply (does not apply to Non-refundable Rate Plans).
×This bed & breakfast is located in Brooklyn (Bedford-Stuyvesant), close to Brooklyn Children's Museum, Brower Park, and Jewish Children's Museum. Also nearby are Brooklyn Museum and Brooklyn Botanical Gardens.
Sankofa Aban Bed and Breakfast provides complimentary wireless Internet access, limo/town car service, tour/ticket assistance, and a garden.
All guestrooms include complimentary wireless Internet access, shared bathrooms, and ceiling fans.
The closest major airports to Sankofa Aban Bed and Breakfast are:
New York, NY (JRB-Downtown Manhattan Heliport) - 5.7 km / 3.6 mi
New York, NY (TSS-East 34th Street Heliport) - 7.1 km / 4.4 mi
New York, NY (LGA-LaGuardia) - 12.1 km / 7.5 mi
New York, NY (JFK-John F. Kennedy Intl.) - 14.5 km / 9 mi
Newark, NJ (EWR-Liberty Intl.) - 19.5 km / 12.1 mi
The preferred airport for Sankofa Aban Bed and Breakfast is New York, NY (JFK-John F. Kennedy Intl.).
Distances are calculated in a straight line from the property's location to the point of interest or airport and may not reflect actual travel distance.
Distances are displayed to the nearest 0.1 mile and kilometre.


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I only watched season 1 and nothing more. Got too confusing for me. So now that it is over, anyone who watched it last night (which i didn't), how about a cliff notes version of what happened?
I only watched season 1 and nothing more. Got too confusing for me. So now that it is over, anyone who watched it last night (which i didn't), how about a cliff notes version of what happened?
When Obama took office, you were only paying $1.95 per gallon of gas...
Wow...still letting the finale set in (just finished it a while ago), but I'm inclined to agree with this guy. Especially b/c of Christians comment to Jack that there's no "now" here.
"Everything on the island happened. They landed, they left, they came back. Lots of people died. It ended with kate, sawyer, richard, miles, lapidus, leaving the island. Jack, Hurley, and Ben are all left behind. Jack dies. Hurley and Ben stay on the island as the new "Jacob." That's it. Everyone who left the island on the plane went back home and died at one point or another. Finally, after everyone died, they all met up in the flash sideways? And they go to heaven together. "
Team Wookie
Live every week...like it's shark week.
yeah, i think ive also read that theory somewhere and i agree with it ^ Kate at some point near the end of the episode says to Jack "you don't know how much ive missed you", probably meaning that after she returned home with sawyer, richard, miles and lapidus she missed jack for the rest of her life until they finally met again aware of their island existence. Also when ben is sitting next to the church and hugo shows up, he says "you were a really good number two" as ben says "and you were a really good number one".
I was kinda bummed that they didnt give out MiB's name. What do you think is next for lost? i mean the series is over but maybe they will do something afterwards (a movie maybe?) explaining some other island mysteries. Maybe something before Jacob and MiB that would explain the smoke monster origins and Mother.
i would hope it's fully over and they don't do anything else.
ForeverSkim - Editor/Owner/Art Director/Etc
20/30north Studios - Print/Web/Motion
Yeah, leave it be, I hate it when people try to milk a series after it's over.
Team Wookie
Live every week...like it's shark week.
That was saddd,but still alot of confusion,they all went to heaven i assume,but what happened after they saved the island?
Reviving the lost art of manliness
the whole theme of the show from beginning to end was good vs. evil
In this case, evil was mib and jack won by killing mib by sacrificing himself.
anyone seen survivor? how is that fat dude still fat...he got a secret supply of food?
...hellaaa.ass? stylee prod
stuntridedotcom - oh no
sbfreaksdotcom - yes i did
and where was the pilot at the end? should'nt he of been with them?
Reviving the lost art of manliness
There were tons of people not there, not sure what the reasoning is, but it was mostly couples minus Christian and Boone.
Team Wookie
Live every week...like it's shark week.
I think, well a friend told me thinks that the plane that took of at the season finale actually never made it off the island, and crashed, and everyone, Lepidus, Miles, Kate, etc. died. And would explain why they were at the church...
They call me Higg, Dr. Higg
Also, this could be true because they showed a crashed plane after jacks little dream thing
They call me Higg, Dr. Higg
haha, the connect four million video was genius. also watch this:
my take on it is that everything that happened on the island was real. christian even says that.
the church scene does not exist in any aspect of time. that entire sideways jump is something that the survivors of the oceanic crash created as a means to find each other after they died.
there's just so much stuff to sift through, you could write paragraphs about the different aspects of the storyline and what was real, what wasn't and what meant what. such an awesome show.
ForeverSkim - Editor/Owner/Art Director/Etc
20/30north Studios - Print/Web/Motion
my opinion in regards to why some people were left out of the church is this. everyone who either had a strong connection to the island, had a love formed on the island, or generally who found peace on the island and couldn't stay away from it were supposed to be in the church. lapidus wasn't there becasue he was indifferent to the island, meaning he wanted to leave and never come back. also people who had a negative attitude towards the island or did bad things, like whidmore, were not there. and then theres the people who did do good on the island, but never found any peace, i.e. mr. ecko and anna lucia, who weren't at the church either. but its just an idea. and i can't stop wondering. i'm actually glad they left some questions unanswered. it leaves for self interpretation and a sense of wonder.
team mustache: owner/rider
I agree with all that you said and maybe it's just me being nitpicky with the details but why if that is true, why the hell was penny there? Besides desmond, she doesn't even have a true connection to the island or to those who were there.
I'm guessing that once they moved on to heaven, they lived in eternal bliss and it's best not to interpret what happens after that and just leave it to the imagination. Another problem I had was aaron being a baby because before, I thought that everyone was going to spend the rest of their lives looking like this and I was just like "Okay? So aaron CHOOSES to live in heaven as a baby?" But now I realize this wasn't heaven, it was a middle-ground where aspects of everyone's life on the island had to make them remember their actual lives then after they move on, who knows what happened.
fracking great ending. The main plot (the real world) would have been a perfectly good ending with hurley being the new island guardian and jack dying but the way they tied in a bigger picture with everyone eventually being at peace was great.
i just want to know ..whata frack is those numbers....!
SKIMacumba - Owner
if you saw the lighthouse episode, you'd know the numbers are all of their corresponding numbers to which the degree would point the mirror into their life
Ok, well I'm pretty sure he means before MIB was smoke monster. They made it seem as though Jacob/Mibs adopt a mom was also able to use this ability when she (or something/someone else) took out the entire camp that mib was using to get off the island. I'm pretty sure the smoke monster goes back farther than just Mib.
This is the part that will kind of frack with your head, but you have to disconnect the "alternate" "flash sideways" reality from a timeline. Christian says "There is no now here". It's not associated with time, that's why Hurley and Ben are there and have acknowledged each other as good protectors of the island/light.
Team Wookie
Live every week...like it's shark week.
How the frack would you even begin to write something like this? That boggles my mind...
When Obama took office, you were only paying $1.95 per gallon of gas...
yeah, in the "across the sea" episode we see that when MiB falls in to the light/source the smoke monster comes out of it. I dont think the smoke monster was "born" in that moment. As Cabo Wabo said, I'm pretty sure the smoke monster goes back farther than just Mib. In an episode on the 5th season, when ben linus goes to the temple to be judged for having killed his daughter, you see an hieroglyph showing the Egyptian god Anubis and the smoke monster. I think that the egyptian time on the island is before the "across the sea" episode time. If this is true it proves that the smoke monster existed before MiB. I also think that Mother had some connection with the smoke monster, if she wasn't the smoke monster herself. An old woman couldn't take the whole camp where mib lived alone as CaboWabo also said.
While I liked the ending of Lost, these questions about the island mythology are the ones that im most interested on.
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I made reservations with Butler House a YEAR before our stay. I stayed in contact with them to notify them of our late arrival and ask for the amt due on arrival. Marcia called today a MONTH before our trip stating someone else needed the room! She also claimed that since my credit cards had both expired and she couldn't... More
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she suck please take her off the air along with color splash house hunting selling New York and LA million dollor contractor, I don't have thousands of dollars to fix my home I'm on a budget. I like high low design on a dime rate my space miles of style. the only person you seem to be playing up is David and he suck along with secrets from a stylist go back to basic, help the middle class people | |||
Zygote...have you actually watched this show? Quite a bit of what Emily uses in her rooms comes from thrift stores and flea markets. Yes she does incorporate new items but they aren't always pricey. *Debi* ~*Never trade the thrills of living for the security of existence*~ | ||||
I don't hate the show, I just think the concept was done much better by Thom Filicia on Style network's Dress My Nest. | ||||
Yes I've seen this show and I still feel the same this show *****. I'm not trying to change your opinion of the show so why are you trying to change mine or do you think everybody is suppose to agree with you. NOT the show ***** 24-7 take it off the air. | ||||
Hate is a very strong word! Don' particularly care for all her work, tho some is very resourceful. | ||||
Not trying to change your mind...It just seemed odd that you came on the board that day and posted on multiple threads about how much you hate the various shows and the reason was always about stuff being too expensive. As I said Emily uses so much thrift store and repurposed stuff your comment didn't make sense to me. I do agree with not liking those selling NY & LA shows so I just don't watch them. Some of the other high end shows, Candace Olson is one designer that comes to mind, is very high end but I still get design ideas from her so I do watch her. *Debi* ~*Never trade the thrills of living for the security of existence*~ | ||||
Is this show still on the air? I haven't seen a new episode in a loooong time. I have it set to record on my DVR so I wouldn't have missed it. | ||||
I like Emily's designs but the show concept is dumb... | ||||
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Detectives with the Yadkin County Sheriff's Office on April 19 arrested Keith Payne, 62, of Hamptonville on seven counts of felony obtaining property by false pretenses.
Payne, the business owner of Hawks Will Custom Woodworks, was obtaining funds through an online business website without producing the items listed for sale, according to a sheriff's office press release.
Payne was released on a $15,000 unsecured bond. Detectives would like to warn the public to research online businesses prior to making purchases due to several fraudulent businesses online.


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Cellar/Tasting Notes "The 2010 Sere from Vendrell Rived is a lovely red comprised of a blend of eighty percent Garnacha and twenty percent Samso (Carignan), with the vast majority of the vines forty years of age. The winery and vineyards fall in the southern end of Montsant, very close to the Priorat border. The 2010..
Cellar/Tasting Notes "The 2010 Malbec Reserve spent 12 months in French oak. Cedar, Asian spices, incense, cherry cola, and assorted black fruits set the stage for a spicy, concentrated, layered Malbec that offers excellent value."
Cellar/Tasting Notes "The 2011 Dehesa Gago eschews oak - the wine is just put in the tank and then racked. It has a straightforward bouquet of blueberry, red cherries and a touch of balsamic that is well-defined and 'pert.' The palate is quite succulent and primal on the entry with lush blueberry and cassis notes. It..
Cellar/Tasting Notes "A gorgeous entry-level wine, the 2011 Etna Rosso is remarkably balanced and poised. Sweet herbs, tobacco, licorice, fennel and herbs emerge form this utterly gracious and compelling red. This is a great showing from the Rosso. The wines depth, balance and harmony are first-class all the way...
Cellar/Tasting Notes "The 2010 Malbec contains 10% Bonarda in its makeup and received the same elevage as the Cabernet. Lovely aromas of black cherry, spice box, tobacco, lavender, and earthy minerals inform the nose of a ripe, succulent, intensely flavored wine that offers outstanding value and is meant for drinking..
Cellar/Tasting Notes "Perhaps the finest Vacqueyras I have ever tasted from Chateau des Roques, the 2009 reveals copious black currant and sweet cherry notes intermixed with notions of smoked herbs and earth. Composed of 70% Grenache, 15% Syrah and 15% Mourvedre aged in foudre and tank, ... creamy texture and..
Cellar/Tasting Notes "...this bargain basement Tokaji is pretty unbelievable. Abundantly floral and honeyed on the nose, its deeply concentrated on the palate, with layers of luscious figs and peaches, accented by lanolin and beeswax. Creamy and unctuous on the tongue, yet clean and fresh on the finish, with..
Cellar/Tasting Notes "Fine floral, mineral, spicy Cabernet blackfruit aromas... impressive, mouthfilling, palate coating, classic Bordeaux Cabernet flavors... handsome claret at an eminently affordable price."
Cellar/Tasting Notes "The 2009 Villa Antinori is a pretty, mid-weight wine laced with dark red berries, flowers and sweet spices. Nothing in particular stands out, just the wines lovely depth, balance and overall sense of harmony. This is a fabulous wine for the money."
Cellar/Tasting Notes "The 2011 Woodcutters Shiraz doesnt miss a beat in this difficult vintage. Deep garnet-purple colored, it is scented of cassis, black plums and macerated blackberries over nuances of charcoal, black pepper, smoked duck breast and violets. Full-bodied and packed with black berry and savory meat and..


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Council Tax in Chirton, Devizes, Wiltshire - Swindon Advertiser
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By: Duncor
This week I jumped into an old game that I had not gotten around to playing yet. Viva Piñata is bright and colorful, but is it just some kid friendly crap or is the game fun for all ages? Check out the video to find out.
Views: 448 | Posted: 05/25/2011
By: DanzNewz
I took the audio from the Destructoid Hey Ash Whatcha Playing panel that came with the Season One HAWP DVD which can be purchased here: http://www.heyash.com/dvd and I synched it up with the HAWP between season episode they showed... Enjoy!
Views: 6,407 | Posted: 05/25/2011
By: Grooveraider
At E3 1995 - Nintendo's South Hall booth was kinda bizarre. It sorta reminded me of a scene in the Schwartzenegger film The Running Man. Nintendo hired some dancers dressed them in in spandex and leather jackets to have them dance while promoting Rare / Nintendo Killer Instinct game for the Super Nintendo. CHECK OUT: www.original-gamer.com Where Gamer's Run The Site Also my retrogaming channel: www.youtube.com/grooveraider Where Gamer's Run The Site
Views: 50,933 | Posted: 05/25/2011
By: fgkiller
This is a mock ad of the halo 3 beleive ad done with viva pinata figures.
Views: 993 | Posted: 05/25/2011
By: HorusRises
A very unique trailer for Viva Pinata thats made in the same style at the Halo 3 'Believe' Trailer. One intrepid fan of Viva Pinata put together a very similar trailer for Rareâs cutesy, pinata-starring franchise which was just way too cool to not share.
Views: 708 | Posted: 05/25/2011
By: hifoo45
Taking a wack at Halo 3's Believe commercial/site, viva pinata lets us believe.
Views: 569 | Posted: 05/25/2011
By: DTseng
Some gameplay from the DS version!
Views: 926 | Posted: 05/25/2011
By: Nanogleak
Check some game play of Viva Piñata: Pocket Paradise for the DS.
Views: 1,587 | Posted: 05/25/2011
By: Tigerj
Here is a tour of Rare Studios with some clips from Banjo-Kazooie and Viva Pinata 2.
Views: 344 | Posted: 05/25/2011
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Release Date: 05/21/2013
Call of Juarez returns to the Old West in this downloadable game coming to PlayStation Network, Xbox Live Arcade and PC.
3DS, PS3, Wii U, Xbox 360
Release Date: 05/21/2013
Wii U, PS3, Xbox 360, PC
Release Date: 05/21/2013
Resident Evil: Revelations goes back to the exploration based, puzzle-solving nature of previous installments in the...
PS3, Xbox 360
Release Date: 05/21/2013
Worms Collection is the definitive gathering of everyone's favourite garden-dwelling grenadiers. Consisting of Worms,...
Xbox 360, PC
Release Date: 05/22/2013
Call of Juarez returns to the Old West in this downloadable game coming to PlayStation Network, Xbox Live Arcade and PC.
Wii U
Release Date: 05/22/2013
In the ruins of 1945 Berlin, every shot counts!
PS3, Xbox 360, PC
Release Date: 05/27/2013
Prove your skill behind the wheel in the second installment of the Grid racing franchise.
PS3, Xbox 360
Release Date: 05/28/2013
A new shooter from Insomniac Games formerly known as OverStrike.
Wii U
Release Date: 05/28/2013
The dynamic duo teams up with your favorite DC super heroes to stop the villainous Lex Luther.
Release Date: 05/29/2013
You're a student in an academy for adventurers, and each subject mastered and quest solved is a step towards your...
Release Date: 06/04/2013
Become your favorite super hero, choose your powers, and find thousands items.
Xbox 360, PC, PS3
Release Date: 06/04/2013
A cyber-punk adventure which puts memory and cyberspace into a new reality.
PC, PS3, Xbox 360
Release Date: 06/04/2013
Release Date: 06/11/2013
SimCity is an online city building simulation game from Maxis Studios. It is the quintessential city builder...
Release Date: 06/14/2013
Naughty Dog brings us a brand new World wrought with devastation in this PS3 Exclusive title.
Hybrid PC/Mac
Release Date: 06/18/2013
Wii U
Release Date: 06/20/2013
Arriving as both DLC and in a standalone package, Super Luigi U brings all new levels and even a new playable character.
Wii U
Release Date: 06/23/2013
Warioware's successor comes to the Wii U as Game & Wario, featuring a new collection of minigames designed...


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Sunday's hour of Game of Thrones felt a scant 20 minutes, loaded with shock factor, upheaval and the brand of Westerosi monstrosity we've become accustomed to.
"The Old Gods and the New" is a phrase we've heard many, many times in Westeros. The Old Gods were kept by the original, 'first men' of Westeros. The New Gods are the Seven — the Mother, the Father, Warrior, the Crone, the Smith, the Maiden, and the Stranger.
And still newer gods come from all directions; Melisandre's Red God, which Jaqen has invoked. Syrio's God of Death, to whom we say, not today. And certainly not least, the Drowned God of the Ironmen, to whom payment was made on Sunday, with Rodrik Cassel's head.