text:
In Syria, U.S. may find war centuries in the making
BEIRUT — The decision by the United States to aid Syrian rebels militarily will bring it in direct conflict with Hezbollah, the designated terror group and paramilitary force that fights for the Syrian regime of Bashar Assad.
Hezbollah's involvement in Syria's civil war is aggravating a centuries-old conflict between the two major sects of Islam — Sunnis and Shiites.
President Obama has said his goal is to help the rebels protect themselves from Assad's military. Doing so will place the United States firmly on the Sunni side of the Middle East conflict and in opposition to the growing Shiite military axis of Iran-Syria-Hezbollah, experts say.
The Muslim divide is apparent in Lebanon, where Palestinian refugees in the tens of thousands live in a country controlled by Shiite Hezbollah, an anti-American terrorist group with thousands of fighters that has fought two wars with Israel.
There have been skirmishes and threats between the Palestinians and Hezbollah but no major combat. Should that change, the United States may find itself in the middle of a major war.
"Both sides know how fragile the situation is, and all parties are aware and concerned that the situation could violently explode in an instant," says Avi Melamed, a former Israeli senior official on Arab Affairs.
"Should a broad Sunni-Shiite collision break out in Lebanon, the major Palestinian organizations will not be able to continue to sit on the fence for very long," he says. "At some point — even if against their will — they will have to take a side — and they're not likely to choose Hezbollah."
Lebanese Sunnis have experienced a growing feeling of marginalization. It started with the assassination of Sunni Prime Minister Rafik Hariri in 2005, in which four members of Shiite group Hezbollah have been indicted.
Many Sunnis blame Hezbollah for the more recent assassinations of major Sunni figures Wissam Eid, a police investigator, and Internal Security Forces Gen. Wissam al-Hassan.
Sunnis resent Hezbollah's control of Lebanon's security apparatus, and the Sunni-led government ordered the party to shut down its private telecommunication network and to fire its airport security chief Wafiq Shouqair in 2008, which led to street clashes between Hezbollah members and Sunni fighters.
Sunni anger toward Hezbollah worsened with the party's decision to fight alongside the Assad regime in Syria against the mostly Sunni rebels.
"As far as Sunnis are concerned, Syria is occupied by Shiites, with Iran openly involved in the conflict," Melamed said.
In May, three rockets were fired on Dahieh, a Hezbollah stronghold on the outskirts of Beirut. Melamed and others said Palestinian factions may have been involved. Angry Palestinian refugees in the Ain al-Hilweh refugee camp in a formal protest burned the food, commodities and aid packages Hezbollah had distributed to them.
In the past few weeks, 40 people were killed in clashes in Tripoli in which Sunnis fought Alawites, members of a Shiite offshoot aligned with the Syrian regime. Assad is an Alawite.
Further south in the city of Sidon, Sunnis clashed with Shiites participating in a funeral procession, preventing them from burying a Hezbollah militant killed while fighting in Syria. Two Sunni sheiks with ties to Hezbollah were shot at in Sidon and in the Beqaa Valley by unknown assailants.
The disenchantment of Sunnis in Lebanon has led to the radicalization of some members of the community, particularly in areas where Sunni and Shiite neighborhoods border each other, such as Tripoli, the Beqaa Valley, Sidon and certain neighborhoods of Beirut.
"About 80 Tripoli Sunnis have gone to fight with the rebels in Qussayr in recent weeks," said Salafist Sheik Abu Ahmad.
They were responding to the call for jihad in Syria by Sheik Salem Rafei two months ago, he said. The son of Dai Islam al-Chahhal, the highest Salafist authority in Lebanon, also fought in Qussayr alongside the rebels.
In Palestinian enclaves around Lebanon, six new radical groups have beefed up their operations. Composed of former members of radical organizations such as Jund al-Sham, Fateh al-Islam and Osbat al-Ansar, they have been accused of coordinating with the Syrian Islamist rebel group Jabhat al-Nusra, which the US government has labeled a terror organization.
"There are strong indications that these groups are coordinating with radical movements in [the Palestinian refugee camp] Shatila, Sidon and Tripoli," Abu Ahmad said.
As the war in Syria rages on, Melamed warns of the dangers of increasing tensions between Lebanese Sunnis who are against the regime and Shiites who are with it.
"Tensions are rising by the minute in Lebanon. While the scope of Salafist jihadists is still limited and does not allow them to seriously challenge Hezbollah, there is an accumulation of reports of possible involvement of Jabhat al-Nusra in Lebanon that are extremely worrisome. It is reasonable to expect that a war in Syria will percolate in Lebanon," he said.


text:
Evaluate and Measure Progress
by Kynan Antos on August 27, 2013
in book, design
An Excerpt taken from, The Value of The Finite
'An acre of performance is worth a whole world of promise.' – William Dean Howells
Oh so let's assume you have decided to take action, you have found a regular routine that works to maintain focus, you've successfully avoided disrupting your progress with new ideas by starting and managing a backlog, and you've made some progress towards your goals. Now it's time to put in place a regular set of checkpoints or milestones to evaluate your plan, your progress, and your backlog, to ensure you're heading in the right direction.
The benefit of evaluating your progress is threefold, it provides:
1. A regular cadence to acknowledge and celebrate your progress!
There's an old saying that the only reason anyone ever finishes a marathon is because at mile 18, when things get really tough, you've already run 18 miles. Acknowledging your progress becomes the push you need to finish those final 8.2 miles. So your project effectively generates it's own positive inertia, effectively pushing you further toward the finish line, simply by taking a minute to acknowledge how far you've progressed. It's also an excellent excuse to throw a party – everyone loves a good party.
2. Focused opportunities to adjust your plan.
As you design and build a solution inevitably you will learn things about the customer, the market, your approach, the technology, your solution, all learnings that you didn't have at the outset when you started. Each check-in is an opportunity to adjust your direction to ensure your project is viable without disrupting the focused execution. In this way you can work effectively (even at scale) to ensure your solution remains viable.
3. A measurable timeframe to evaluate your project velocity, by asking questions like:
▪ How far have you come?
▪ How far have you left to go?
▪ How long did it take you?
By actually measuring how long it took you to go from milestone 1 to milestone 2, you can much more accurately predict when you will hit milestone 3, and eventually cross this finish line. This data can significantly help you adjust for your end date, by managing the scope of your project if necessary, or how you are resourcing it.
Estimating Work and Communicating Costs
An Excerpt taken from, The Value of The Finite
'If you fail to plan, you are planning to fail!' ― Benjamin Franklin
Estimating work and communicating the timing of deliverables is one of the most important and often overlooked skills any designer should take a hard look at developing. The art of velocity tracking ultimately determines your credibility as a designer. It's really quite simple: If you are consistently late with deliverables, you are corroding trust with your clients, your team members, and your manager. You aren't doing what you say you will. If you do this consistently just like the boy who cried wolf, people will stop listening to you. As a designer this can be disastrous. I can think of a number of clients that were lost simply because deliverables were late, and a conversely a number that were won-over with mediocre work, simply because it was delivered consistently on time.
Missing dates has other consequences later in projects. If you have corroded trust with team members you loose influence. Credibility as a designer is incredibly important. Because of the arbitrary and subjective nature of design, if people believe that you lack any integrity, they won't accept influence from you. Simply handing off deliverables when you say you will, or slightly earlier, goes a long way in supporting your credibility further down the project path, and ensuring you are on equal footing with your project stakeholders.
Think about it this way; you're the hiring client and you've worked with two designers in the past:
Designer A: Was mediocre in terms of talent, but reliably estimated their work, committed to a clear deadline of Tuesday the 19th, and delivered everything on Monday the 18th, according to spec with minimal revisions.
Designer B: Who didn't provide a clear timeline regarding how the process would work, had to be managed to commit to a date a few weeks into the project, delivered amazingly stunning designs that only incorporated some requirements, that had to be sent back for multiple revisions, putting you past your deadline, over-budget.
Who do you hire back?
Ideally you are able to both estimate, communicate, commit and deliver stellar work, but the planning phase takes just as much effort, and energy as being an effective designer.
Fortunately the solution is simple. Pay attention to how long things actually take. Here is a good strawman format to follow for most design deliverables. There are a bunch of areas where time often gets invested that designers neglect to factor into their estimates. This outline is a tool to help you avoid this and get to actual estimates that are accurate.
O1 RESEARCH & ANALYSIS (Discovery)
▪ Customer definition and analysis
▪ Gathering, identifying, reading, and synthesizing requirements
▪ Project, planning, and scheduling
▪ User research, personae development, user workflow definition, planning, and scheduling
▪ Competitive analysis
▪ Opportunity identification and design goals
There is so much work here that designers forget to incorporate into their timelines. The first job of a designer generally is to 'discover' or understand everything that they can about the customer, the project, and the needs of the client/business. To internalize and make sense out of all of this information takes some time. This time needs to be factored into schedules, to set expectations early as to when an actual model or interaction will be ready for review. The scope, complexity, current state/accuracy of documentation, and saturation of the market opportunity will help determine this initial discovery timeline.
02 CONCEPTUAL DESIGN (Planning)
▪ System workflows, site-maps, or information architectures
▪ Early concepts (on paper or a whiteboard)
▪ Initial wireframes and interaction design definition
▪ Review interaction concepts, iterate, and refine
▪ Conduct hallway usability
03 DETAILED DESIGN (Execution)
▪ Visual design language definition
▪ Apply design language to interactions
▪ Review visual comps with team and sign off
▪ Formal usability testing, recommendations, and iterations
▪ Handoff for implementation
Once the project has transcended discovery into the conceptual and detailed design phase, the most common mis in terms of estimating work, is the number of required reviews and iterations required to close on a final plan-of-record design. Often projects will suffer in this phase as well without a well documented design review process to appropriately take feedback, and formalize it into design execution and closure. Again most of this work has very little to do with actual hours behind a monitor designing, and more to do with the human, and relational aspects of, sitting down with stakeholders, going through everything, taking feedback, taking notes, incorporating feedback, and communicating status on the process.
All of this work in-between the actual design effort gets left out of schedules, and projects slip. Assume reviews will be tough, multiple iterations will be required, that you won't get it right the first or second time, and then you will either hit your date (if you're good) or deliver early (if you're really good.)
04 IMPLEMENTATION (Closeout)
This is also often significant time spent closing down on the projects. Writing documentation, getting assets / optimized and handed off, getting everything worked through to meet the appropriate final quality bar. Sometimes with larger complex systems, this includes incorporating customer feedback, and managing design changes into the schedule. Factor in your level of confidence into the estimated dates for your solution. Are you 40% confident or 80% confident. There's a big different there and it will likely surface in terms of your ability to actually hit your dates further down the funnel.
Finally there are also other reasons why projects aren't appropriately estimated and scheduled.
Obviously all of the above is quite a lot of detail to think about, review, estimate, and plan for. Sometimes there are technologies involved that are new to the team and this causes unforeseen complications. Often there are simply risks, or unknowns when planning is first started, and if this is the case, this should be called out in the original project plan estimate. Finally clients and/or project stakeholders are simply in a hurry and need an estimate fast. The best mitigation here is to get a ball park figure to the client or stakholder upfront, and communicate that a second in-depth evaluation will be required that may increase the initial estimate. This is fairly commonplace and helps to meet the clients immediate need, while setting expectations appropriately.
Time Boxing
An Excerpt taken from, The Value of The Finite
'If everything is important, nothing is' ― Patrick Lencioni
Time boxing is simply the value of having:
1. A deadline
2. Clear priorities
3. Focus
Ironically we all do this in a numer of ways everyday without even realizing it. For example when you get ready for your workday you have a clear deadline, which is generally the time you need to be at work. From this constraint, you reverse engineer your morning, factoring in all of the things that have to be accomplished before you arrive at work. Let's say you have to be at work by 9am. That is your deadline.
Then you figure out what you have to accomplish with your morning. The timing is determined by how long each item takes, and the order is determined by what's most important, and common sense. For example it doesn't make any sense to get dressed, brush your teeth, and then shower and eat breakfast. There is almost always a logical inherent order to work. Or if you know you have to be out of the house by 7am on Monday, Wednesday, and Friday, but on Tuesday and Thursday you don't need to leave until 8am, then naturally those are the mornings to go to they gym. When you look at things in this way a clear order of priority emerges, and decision making, and execution becomes almost self-evident. Working on large projects isn't far removed from this commonplace example, we just don't always look at it this way.
You can look at your work day in the same way. What if you arrived at work everyday at 9am and left at 5pm. What if you made those two times immovable constraints. How would it change what is important about your day? Is getting your inbox to zero really what you need to accomplish? Time boxing is often about what you aren't doing, rather than what you are doing. It's about intentionally deciding what isn't important, and simply not spending precious time and energy on the things that don't matter.
For example by not checking mail, not socializing online during the day, or taking long coffee breaks with co-workers, not going to superfluous meetings, and not working late, you are able to effectively manage your day, and allocate time to focus on what really matters. Of course if you are in a place in your life where socializing at work is really important to you, then factor that in as something that is important.
The most valuable thing about having a deadline is that it forces a conversation about what is important. Importance is simply what matters right now, and what doesn't matter right now. This is always in flux, always changing and evolving, so checking in on importance with some regular cadence is helpful. Often it is understood in projects that not everything can be delivered by the deadline, but it is seldom discussed until a deadline is put into place. Then suddenly all sort of discussion starts. At first this can look like angst, but it is incredibly valuable discussion. Deadlines force teams to work through what is important, and to let go of things that don't matter, right now. This forces prioritization, which allows teams to focus. Dates elucidate what should be focused on first and what can be postponed. This natural order helps teams to cut through ambiguity, and begin to make real traction executing on deliverables towards concrete dates.
In contrast, if you leave all of this open-ended, there is no forcing function to prioritize project deliverables, no focus for email communication, and no way to say no to meetings. Eventually you end up working on everyone else's problem, working late on your own, and eventually feeling tired overworked and resentful. This is when folks tend to take time with co-workers to vent which will eventually corrode team morale. Now compound and multiply this times the number of folks you have in your organization.
You know thing aren't in a healthy state, when everything is a fire drill, everything is an emergency, everything is a reaction, a response, and everything is critically important. This approach is extremely short-sighted and deceptive, in that it can successfully garner short-term results, because everyone responds to the immediate sense of urgency, everyone likes to feel like a hero once, or maybe twice. But the heroic amount of energy required to respond, time-and-time again is exhausting. This is what eventually leads people to burn-out. Once they see no end in sight to the fire drills, they stop caring. This is because when everything is of equal importance, really nothing is important. If management isn't able to effectively plan, prioritize, and load balance projects, then what are they there for? Eventually people figure this out and leave the project, feeling resentful, and taken-advantage of, and rightly so. The sub-conscious message is that people aren't important.
One common miss-conception is that dates have a rational justification or meaning behind them. The truth is all dates are completely arbitrary. They are an illusion. Folks will come up with really great reasons to justify deadlines, like quarterly earnings, back to school, holiday, etc. but they are still arbitrary. You can miss the date and still be successful. Good teams are transparent about dates, but still buy-in, commit to the date (assuming it's reasonable) and execute against it with the best possible sustainable effort. The best analogy I have heard for hitting deadlines, is to treat them like a really important goal. If you make it a goal to hit the date, then you are thinking about it in a healthy way. As dates get close, usually you can do a reasonable push to meet the date without overextending teams, but this is only if you have clear buy-in to the date and folks are working towards the date in earnest from the outset.
So what can be done about all of this. Thankfully the process of time boxing is fairly straight forward. Start by taking the big, unapproachable project or projects, and begin breaking them down into smaller components. For example if you're building an e-commerce website, look at the landing page, the category pages, the search results page, and detail page, etc. Continue until you're at a granularity that is actionable. Now decide which area is most important.
Here are some helpful questions to ask:
▪ What is the most important thing to focus on right now/today?
▪ What can be postponed until later?
▪ What are the obvious next steps?
▪ How long will they take to complete?
▪ What is a reasonable deadline to deliver?
Put each component into a list (a backlog) and put each item into priority order. Once you have determined an order of execution, figure out what you need to do to deliver it and set a reasonable date for delivery. Now you have a time box. You know you have achieved when you are able to fill in the blanks: We will deliver a '
Or using the example above, I will deliver a landing page for the new e-commerce platform, by January 20th.
The beauty of this is that it is immediately actionable. You know what is important, you have a handful of actions, and you have a date to drive towards.
Agree On Problems First Then Solutions
An Excerpt taken from, The Value of The Finite
'The formulation of the problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill.' ― Albert Einstein
It sounds so simple, but it's very common. How often have you been sitting in a large meeting, where people will jump right into the issue of the day. There will be a very brief mention of the issue, it's significance, and then the room will jump right into discussion about how to solve the problem.
Often times you will have many people with diverse roles with equally diverse perspectives on the issue. Some folks may not even agree that "the issue" of the moment, is a problem at all. This can be very detrimental in meetings, because if the issue isn't of any interest you get people opening laptops, picking up phones, or otherwise checking out of your meeting. If this evolves into a pattern, pretty soon no one will even show up for your next meeting.
Even if you are lucky and maintain the involvement of people's attention, you will still have the issue of mismatches perception and understanding. People will interrupt one another, talk over each other, all eager to share their perspective on the issue. In this situation folks will talk past one another, likely saying the same thing in a slightly different way, but because there is no agreement, no one is listening to each other.
This is when meetings feel heated and escalate, but it's not clear at all why. It's because everyone is racing to be the first one to solve the problem, no one is listening to each other, and no one has agreed on what problem needs to be solved.
Because many folks prefer to be the individual with "the idea" or "the solution" instead of the individual pointing out the challenges ahead many folks will jump right to solutions which is great although slightly premature.
Until the patient has been diagnosed there is no way to know what medicine is required. Identify and agree on the issue at hand, then discuss solutions.
To move past this you need to clarify the problem statement, the open issue, and get everyone to see it the same way, agree on the issue, and then solve it. This removes all of the tension, frustration, and focuses the group one cooperating to collaboratively problem solve.
It may feel silly but while in a group, you will want to say it outlook even, something like "so it sounds as though we agree the issue is wiz bang," great now let's talk about how to solve the problem.
This becomes even more effective when you have multiple interrelated compound issues. Start with an agenda of open issues. Agree on the agenda. Make sure you are solving the right problems!! Then solve them! Now go on do it. Destroy!
It sounds so simple.
Importance Of Feasibility
by Kynan Antos on August 15, 2013
in book, design
An Excerpt taken from, The Value of The Finite
"If it don't make dollar – then it don't make sense" -DJ Quik
Every design project carries with it implicit requirements. Requirements stem from all manner of sources. Hopefully the target customer, often the client, the technology, or the business. There can often be so many it can seem overwhelming. Where do you start? Who do you listen to? What is really important? To make things more complex, some requirements are soft and malleable. Usually these are the attitudes or opinions of people involved with projects. Other requirements are quite rigid and introduce difficult constraints that have to be worked around within a designed system. It is often these unseen, unspoken, undocumented rigid requirements that get missed early while making project estimates. Dates are set, commitments are made, work begins, then as you dig into the project you begin the discovery process.
Project requirements are the iceberg beneath the surface just waiting to sink your ship.
Once you hit one you know it. Designs often have to be iterated multiple times to accommodate and keep projects moving forward, but often at huge loss of schedule, and cost to the team. In fact it is hidden requirements like this that are the basis of agile vs. waterfall development. Waterfall pretends that you can dig in while planning a project and identify all of these icebergs document, and plan contingencies for them. Agile knows better, and assumes that you will have to do some work, some investigation to dig in and see what you're up against. Either way you're trying to understand what is hidden within the project sitting in front of you and identify efficient ways to workaround.
There are three standard sources which inform design requirements; the customer, the technology, and the business. It is critical to identify these sources as early as possible within projects. By understanding the motivations behind investments from a customer, business, and technology perspective, designers are fully empowered to identify assumptions throughout the design process. This will help designers develop project principles, codify design goals, and to make appropriate decisions and compromises (yes all designers compromise) relative to the importance of the requirement source.
One of the first hard truths relative to working as a designer for a living is that; 90% of design is about understanding what you are designing. Then once you understand it, 10% actually designing it.
Hopefully you have a very clear immediate customer need in mind with your project. This is often a well understood opportunity addressing a known customer issue, gap, pain-point, or trigger, often supported quantitative data, or qualitative customer research. Sometimes the customer requirements stem from an ambiguous emerging customer need. These can be tricky, and are often a loosely-defined, or competitive opportunity influencing, or capable of influencing a customer (typically supported with quantitative projections and qualitative competitive data). Either way these should be your north star on the project. The customer needs or requirements should always be used as the first inflection point in decision making. Codifying project principles, and design goals should begin with your customer opportunity, and should be used to negotiate, technology and business requirements.
- System pain-point that needs improvement
- Attitudinal or emotional bias (can be positive or negative) toward a solution
- Functional value gap
- Address a trigger
Customarily these requirements are non-negotiable at the expense of significant cost to the organization. Savvy designers possess enough technical knowledge and experience to identify small workaround investments which have a large scale impact to the overall quality of the design.
To identify these sources early, designers must read all technical briefs and functional specifications associated with the project. Designers must also attend meetings, and ask clarifying questions. Appropriate proactive involvement directly in the project, will work in the favor of the designer.
In turning towards the technical stakeholders (developers, contractors, testers, program managers, project managers, etc…) designers are also building relationships with the people responsible for making designs real within the physical world.
Any engineer worth a damn will tell you, anything can be built, it's just a matter of cost, or how much you are willing to pay to build it. In systems design this cost is typically the engineering and quality assurance resources assigned to the project, as well as the amount of time they have to build and stabilize it.
If your design concept isn't technically feasible, with the resources you have, and the time you have, you're simply wasting everyone's time. Save yourself the heartache. Vet concepts early with technical leaders. Figure out what is possible, but don't compromise on your customer goals unless you have no other choice. If you backslide too far, you likely aren't delivering any incremental value.
- A platform to build from (some existing technical foothold to build off-of)
- Time (prototype, prove-concept, build, test, refine)
- Resources (people)
- Motivation (justification for investing)
Evidently, businesses tend to stress strategic business goals, directives, or charters which emphasize a particular technology, investment, integration, or outcome. These directives can and often do, conflict directly with the market, customer needs, and the designer's principles and goals. Nonetheless, it is the job of the designer to understand and accept the motivations of the client or organization and elucidate solutions that balance everyone's needs.
It is common for designers early in their career to misinterpret business priorities or identify them too late in the project to be appropriately effective. Such requirements can be obfuscated in overly technical business speak, organizational politics, come from misinformed sources, or through multiple layers of hierarchy within larger organizations. Thus it is critical that designers possess appropriate courage and conviction to ask (sometime difficult) clarifying questions of the most executive management. This must be done within the requirement gathering phase of a project to be effective. As with most things in life, timing is everything. If these questions are asked too late, the opportunity has been lost, and the designer may be perceived as difficult to work with, and may potentially lose credibility with the client, or organization as business goals are missed.,
If you don't have a clear strategy for how your design will move the needle towards established business goals, again you're simply wasting everyone's time. There is a very delicate balance between intentionally stretching a team beyond it's current implementation or current technological gate, and taking things so far beyond what's feasible, that no one can buy-in to support the proposal.
- Business justification for investing
- Metrics to measure success
- A clear deadline for delivery
To earn the respect and trust of people who actually have to manage and build your designs, feasibility is the first priority. Take it upon yourself as the designer to understand all of the technical constraints and affordances and make the right trade offs. This will minimize disruption and streamline the implementation of your design. Remember until it's been translated to code, tested, stabilized, and proved – all you've produced is a drawing and unless you're a fine artist that isn't going to pay the bills. Ideas on paper aren't fiscally valuable until they have been translated to code. Take it upon yourself to know something about the technology being used to implement your solution and then and only the. Push gently to evolve.
Designing to Design
by Kynan Antos on August 6, 2013
in book, design
An Excerpt taken from, The Value of The Finite
One of the pitfalls that is currently plaguing an active project, is a lack of planning upfront to determine an appropriate outcome.
This shows up in several ways:
Lots and lots of ambiguity about the project. Ideas like , we just want you to start in with fresh eyes, the sky is the limit. As we all know every project has to come down to reality at some point, and this vague of a start can only lead to lots and lots of unnecessary inefficient iteration.
Better to get the project on some rails upfront if possible. What are the principles, what is the purpose, what are the priorities – what's important or most important. How long do you have to complete the project?
These are the fundamental building blocks of information required to articulate design goals. The questions you need the answers to up front are:
1. Why are you doing what you are doing?
2. What are you trying to accomplish?
3. What does success look like?
From here you can exercise trade offs that will be feasible within time constraints. It unfortunate human nature to assume time is unlimited and that this level of ambiguity is acceptable early in a project.
Unfortunately too often this translates into heroic efforts late in the cycle to make the impossible possible, which burns people out leading to inevitable and unnecessary attrition.
Have the discipline to decide what is important at the beginning and stick to it, and only adjust if the alternative means failure.
Changing direction mid-project is another common challenge to projects. This can show up as new direction from management, a sudden new idea from someone influential to the project, or in the vehicle of pointed feedback. "That's just not what we're looking for anymore…"
Once the project has surpassed the ideation/discovery phase and transcended into execution, this is one of the most terrible and unfortunately common setbacks to projects and should be acknowledged as such.
Often times being a designer means that you're presenting ideas and solutions through management with the goal of tipping the project from discovery into execution. This is when organizational politics can wreck havoc as other teams, sponsors, and vendors learn about your intentions, are able to see and visualize it first hand. Project stakeholders are suddenly jolted into reacting. Often not in accord with the project agenda.
Having the discipline to focus and ride the organizational wake of such reactions will test project leadership, management, and the team. Successfully guiding projects through each phase of the project phases is the role of management. Not the role of design. This is where early established principles and vision can be used to remind management of what your looking to accomplish, to rally internal agreements and influence stakeholders. Backsliding too far this early can have devastating effects on the project and team morale.
This is why it is so important to get as clear as possible on the why, what, and when of your project up front.
Any adjustments require a full re-evaluation to ensure a successful outcome.
Stakeholder Evaluation, Roles and Responsibilities
by Kynan Antos on July 12, 2013
in book, design
An Excerpt taken from, The Value of The Finite
By taking the time to understand the people involved with your project, your own role and contributions, and thoughtfully engaging the right people in the right way, you can make a significant impact on the ability of your project to succeed. It also has the side benefit of helping your career as well. This is fundamental, but is often overlooked in the design discipline. It is critical to ensure you are involving the right people in the right way with intention in the design conversation. The process is really pretty straightforward, simply ask yourself who needs to be involved, how and when should each individual be involved, and what is their actual role and/or contribution?
While working through this exercise keep-in-mind that the magnitude and importance of this is corollary to the scope of the project, the size of the organization, the number of internally dependent teams, as well as any external partners. By looking at a project through the lens of all of the "other people" working on it, communicating about it, and losing sleep over it, you can gain some very useful insight as to how to appropriately involve everyone in the design conversation.
Take thirty minutes and do the following for your current project. I guarantee it will be the most useful 30 minutes you invest in your project today. You can thank me later.
1. Make a list of all the people directly or indirectly involved with your project – include people
2. Answer each of the following questions for each person:
What is their role?
What function does this person perform in the organization?
What are their expectations?
What is their responsibility?
What is their expected contribution to the project?
What do they really want to contribute?
What is their motivation?
What is their personal and/or professional interest for involvement?
What is really important to them?
What is their preference?
How do they work?
How do they want to be involved?
3. If you don't know the answer to the questions, be direct and ask. It's amazing how much people appreciate this.
As an example here is a stakeholder evaluation that I conducted for a primary influencer from a past project (all information has been fictionalized to protect
Stakeholder: Sally Joyce
Role: Project Manager (mid-level)
Function: Manages schedule, delivers functional requirements for the project, and also communicates project status.
Expectations: Involvement in requirements authoring, feasible timely design solutions respectfully incorporating functional requirements. Communication of blocking issues, and the completion of deliverables. Involvement in preliminary design discussions to prevent missed requirements.
Responsibility: Accountable for the delivery of the software solution on schedule.
Contributions: Requirements, feedback on designs, schedule, communication.
Actual Contributions: Are in alignment, no gaps, or conflicts of role and contribution.
Motivation: Date driven. Delivery of solution on time, without slipping, irrespective of quality.
Importance: Meeting dates is really important.
Style: Assertive face-to-face, passive written, prefers face-to-face, often doesn't read emails.
Involvement: Needs direct involvement in reviews to meet preferences. Won't appreciate or read written status.
As you can see, by just reading the summary above, having never even met Sally, you probably would have a pretty clear idea about how to work with her, what she expects, what makes her tick, and how she prefers to work.
The funny thing is we all have these needs in the work environment, and we so rarely communicate and talk about them. It's as though there is some sort of social contract that says we're just supposed to intuitively "know" all of this about each other.
It's amazing to me what happens when you simply directly ask the right questions, instead of guessing, assuming, or pretending to understand people. When you assume this, you are simply projecting your thoughts and beliefs onto someone else, and this can have the adverse effect of alienating the people you will eventually need to rely on to deliver.
When conducting an evaluation like this, often I will just be getting to know someone related to a project, and won't know the answers to many of these questions. So i'll schedule a thirty minute one on one to fill in the blanks. Every time I have done this people generally open right up, are really happy to talk about what they care about, what their perception of their role and contribution is, and what is important to them. People like to talk about themselves, it's what we know, it's human, and people generally really appreciate it when you simply take a few minutes to understand them.
In retrospect I have spent years of my life working with people on projects having not done this. I guessed, assumed, projected, tried to reach over gaps, and made so many mistakes in the process. This simple tool employed appropriately, early in a project, can go so far in building really solid foundational working relationships on your projects.
It takes a little effort, a little practice, and a little discipline. And once you get the hang of it, not only will you earn the respect of the people you work with every day, but you will also advance your own self-awareness relative to your contributions, motivations, and preferences.
Design Review Process
by Kynan Antos on July 11, 2013
in book, design
An Excerpt taken from, The Value of The Finite
The design review process is a tried-and-true social mechanism for ensuring standards of quality, cross feature and functional alignment, ensuring consistency across deliverables/functional areas of larger projects, and incorporating feedback from project stakeholders.
Ensure that designs meet appropriate standards for consistency, accessibility, usability, findability, internationalization, performance, etc.
- Maximizes transparency of design progress
- Acts as a natural forcing function for progress
- Ensures that designs meet business goals
- Helps to minimize late changes to product requirements and concepts
- Helps to ensure brand integration
- Realize maximum value internally from design teams
- Facilitates teamwork, learning, and cross-pollination of ideation
- Increases team accountability
- Involve teams and project stakeholders in the design process
As with any other meeting (see chapter 2.1.1 On Time) ensure that the agenda is clear, that roles and responsibilities for the review are assigned, and that the work up for review maps to one of the following categories or design stages. Send the framework for the review at least 1-2 days in advance of the review. Do not send the designs ahead of time unless you require feedback from folks that aren't available face-to-face for the review. Feedback on designs is very subtle and is almost always best shared face-to-face whenever possible. This also allows the designer to capitalize on the first impressions of the design. Often folks feedback will evolve if they have enough time to "think-about-it" which is still useful, but isn't aligned with how an actual customer will consume a design solution.
- Design Owner – The designer (in the hot-seat) presenting his work for the review.
- Design Reviewer – Ideally at least one other designer, someone from outside the design discipline – ideally test, and a researcher if available.
- Informed – Make note of any key stakeholders outside of the review that may need to be informed on the review status, and follow up notes.
- Note Taker – Someone needs to take notes, which should only be sent directly to the design owner. This responsibility should rotate on teams.
The goal of conceptual design review is to verify early that design concepts map to the user experience vision and product pillars. These could be anything from pencil drawings, pixel perfect comps, interactive prototypes, or even competitors solutions.
- Low-fidelity/Med-fidelity prototypes – Ideally from an efficiency perspective little time investment has been made this early in the process.
- Preliminary interaction/navigation models
- High-level design concepts – Many interaction or core details may be left missing. This is ok, the goal is to understand and talk about the high-level direction.
- Preliminary information architecture/s
- Design schedule – How is progress relative to committed dates? Are things on track?
- Task analysis – Are there critical use-cases missing that would fundamentally alter the design or force a change in direction?
- Competitive evaluation- Are there existing solutions the design is informed by? Are there better alternatives out there already?
- Alignment to product vision/pillars – Are you aligned with them?
- What scenarios/stories/use-cases/tasks does this concept address?
- How does the concept accomplish the scenario/customer goals?
- How does this concept deliver maximum value to the target customer/primary persona?
- How is this concept better than existing/competitors solutions/offerings?
- How did data/research help inform/shape this concept?
- Which stakeholders have given input into your concept?
- How does this concept integrate with other products/feature areas?
- How does this concept fit into the product pillars and product vision?
- How is progress relative to committed dates? Are things on track?
The goal of the design standards review is to verify that the updated design concepts meet the required organizational design standards. Of course every organization is different, but if you don't have any defined standards documented, that might be a better place to start, rather than effectively "flying-blind" and proceeding with product design without any documented and agreed to design language.
- Med-fidelity/High-fidelity prototypes
- Applicable user experience guidelines, organizational best-practices, and documented design language
- Low-level design
- Design schedule
- Does the design look right?
- Does the design feel right?
- Does the design align with all documented standards within reason? Includes: design language, team principles and tenets, and standardized best-practices.
- Are there new deviations/innovations that should be documented?
- Does the design fit into the product road map and product vision?
- How is progress relative to committed dates? Are things on track?
The goal of the interaction design review is to verify that the proposed interaction/behaviors are clear, predictable, consistent, and usable.
- Med-fidelity/High-fidelity prototypes
- Applicable user experience guidelines
- Low-level design
- Design schedule
- How is the UI design tailored to the primary persona?
- What are the most significant engineering concerns for this design?
- What interaction standards or best practices have been employed?
- Are there any necessary additions or changes to the visual specification needed to support this design?
- What legacy features may be impacted by the proposed design?
- How is the interaction design consistent with the brand?
- Does this design require ongoing maintenance?
- How is progress relative to committed dates? Are things on track?
The goal of the visual design review is to verify that the visual design of the UI maps to the design vision, the visual specification, and the brand guidelines for the current release.
- Full fidelity pixel perfect compositions of core screens
- Color palette
- Icons, graphics, and branding
- Visual specification
- Brand guidelines
- Product vision
- Do the visual design elements within the UI align with the brand guidelines for the release?
- Do the objects (buttons, tabs, menus, etc) align with the visual specification?
- Does the visual design (colors, grid, typography, graphical style, icons, and logos) align with the visual specification?
- Are any amendments are needed within the visual specification to support this design?
On Quality
by Kynan Antos on June 27, 2013
in book, design
An Excerpt taken from, The Value of The Finite
When you experience quality it is unmistakable. The hours of design, engineering, quality assurance, and production processes and standards that go into the sound that a car door makes when it is closed. The seamless fit-and-finish between the unibody chasis and backplate being rounded to the nearest nano-meter so that the device doesn't collect lint from your back pocket. Being politely and promtly greeted with a smile, the music level is just right, you're able to move through the tables without discomfort, the table is clean and set, it's not too hot or too cold, there is a hook for your coat, the type on the menu is legible, it's not too bright or too dim, you're greeted again warmly, given just enough time to order, but never pressured, hurried, or neglected.
- Quality is quiet and confident.
- Quality has an element of suprise, it's about getting more than you expected.
- Quality has an element of balance, it's never too much, nor too little.
- Quality is paying attention to all of the small details, and ensuring that they are taken care of.
- Quality is about giving a damn.
- Quality is about getting it right most of the time.
- Quality is about always, always making it right when something goes wrong.
- Quality is about consistency so that you're expectations aren't lowered next time.
- Quality is unmistakable because it is rare.
So how do you capture this rare and wild creature? How do you build quality world class design solutions, design teams, products?
Quality requires three simple things.
- Quality people
- Quality attitudes
- Quality priorities
Delivering quality requires people that care about quality. People who care about, pay attention to, and are sensitive to quality are pre-requisite to deliver it. From this perspective with this attitude and set of values, decisions get made a little differently, tradeoffs are made differently, and delivery is generally consittently at a higher-bar. You need people who understand and have experience in exchanging the currencies of quality within complex projects to be able to deliver quality products. Without them, you don't have "it."
Quality is an attitude. Some might even call it a religion. It's a core value, like honesty or integrity, it's not compromisable. It's about getting it done right, not just getting it done. People who don't understand this simply "don't get-it." Therefore when transalating this prespective value into the workplace, a aptitude and belief in quality is also required. This can lead to value conflicts as well so be careful if you really want "it."
Finally quality is completely dependant on having clearly established priorities. Quality means knowing what is important, and conversely what is not important. By being laser-focused on what matters and equally aware of what doesn't you can quite effectively drive quality into a product, and through to completion. If you don't know what matters, and what doesn't matter, you will be completely paralysed, you will never get a team aligned, and you will never ship.
Myths about quality:
- Quality is expensive
- Quality takes longer or can't be done on time
- Quality is subjective
- Quality isn't achievable
- Quality is a hinderance to productivity
- Quality can't be measured
Things that compromise quality:
- People that really don't care
- Not knowing what is important
- Not knowing what isn't important
- Not taking the time to discuss and agree on what is important
- Taking on too much
- Underestimating how long things actually take
- Having and maintaining a low standard for defects
- Maintaining a bar of acceptable defects, rather than maintaining a acceptable quality bar
- Only QA/test is there to ensure quality
Steps to build quality:
- Make quality a core team value or principle
- Manage folks out that don't care enough to make "it" happen
- Hire people that understand, and have a track record for successfully delivering high-quality
- Be really, really clear with the team about what matters and what doesn't – don't deviate
- Do a few things that are tangible, understandable, and do them really, really well – don't deviate
- Figure out how long it will really take to deliver – get quality estimates
- Set a date – don't deviate
- Set a quality standard – meet it everyday
- Everyone is accountable
Reductive Reasoning and Focus
by Kynan Antos on June 26, 2013
in book, design
An Excerpt taken from, The Value of The Finite
"Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius — and a lot of courage — to move in the opposite direction." — Albert Einstein
Less is more. I'm sure you've heard it before. Ludwig Mies van der Rohe coined the term as a core precept for minimalist design. Great, so how do you actually do this? The solution is to focus on what matters, and remove everything getting in the way.
- All systems have a hierarchy or natural order.
- By pruning a system back to it's core essential elements you expose it.
- This exposure enables the natural understanding of a system, as each element naturally leads or directs to the next.
- In this way the architecture is self directing. It is it's own guide.
- This natural order within a system or architecture is what we refer to as intuitive. We know it when we see it.
To put it more simply most systems and/or architectures are full of filler. This filler abstracts the system and if applied thoughtlessly can make a system seem foreign, alien, less approachable, or even intimidating.
For example we hide electrical and plumbing systems behind false walls in most homes. But it we strip back the structure to it core elements it becomes self explanatory. We can follow each and every cable from the junction box out to each satellite outlet and socket. We can trace the plumbing stack out to each receptacle, the hot water, the cold water from the source to the destination. The system itself is self-evident. It explains itself with very minimal understanding of electrical engineering or plumbing and physics. Even the sub structure/framing it self evident. It's clear where something is load bearing, where subdivisions occur, and why they exist.
Everyone intuitively understands how a ferris wheel works because it's mechanics are exposed. No one understands how a car works because the whole system is hidden from the driver. It seem mysterious and unapproachable. But in ten minutes I could teach just about anyone how to change their oil. Give me thirty and we could draft out each primary component of an internal combustion engine, and discuss how each sub-system serves an individual function of the whole.
The core of understanding of reductivism within a system is to understand these ideas. The notion is to thoughtfully expose the core structural elements to the user that are requisite to understand how it functions. Strip away unnecessary filler. Apply filler judiciously and with intent. It is most useful when applied to help direct or lubricate the understanding or ease of use, typically when transitioning from one sub-system to another.
So many systems are filled with unnecessary distractions, decorations, and each of them simply add noise to the overall gestalt of the system. You can end up having to add new distractions to circumnavigate the existing distractions. Far better to remove the initial issue, and re-evaluate. Let the purity of the engineering sing. Let it be it's own muse.
Sadly, distractions are all too often internal or intrinsic to the project or organizational culture you are working within. Too many conflicting opinions about a design can easily shake your confidence, and quickly have you wondering if you've headed down the right path or not. Some organizations thrive on embellishing systems with unnecessary distractions, believing they are "adding value." This value add statement always scares me, simply because the initial system was likely perfect the way it was initially intended. Once new features or functionality are attached, not only does the underlying infrastructure become obfuscated by the "feature-of-the-day" the bolted on apparatus feel out-of-place. With mature software I have seen this "bolt-on" approach time and time again, until the whole system is simply a series of appended apparatus. The system itself no longer has any intention, elegance, or structure to communicate with a user about how to move through it. It is too full of features to be understood. This is also commonly referred to as "bloat-ware." This happens also in architectures when spaces are remodeled time and time again. Each time being repurposed for different uses, goals, needs. The whole core of the space is engulfed, and it no longer breathes.
So if you've inherited a project like this, or are working within a culture full of "value add" thinking, think again about the assumptions biasing your approach. Look earnestly and directly at the system underneath all the crap. What is it telling you. Find it's critical communication points and uncover them. Make it sing again.
This can be done tactically by simply creating multiple concepts. One with the crap. One with it stripped away.
The streamlined singing system will sell itself. It will be self-evident. The thing you have working in your favor is that most human beings are fairly predictable, and generally speaking we all appreciate something more if we can see it for what it is, approach it, understand it. I have yet to put two examples like this in front of key-stakeholders or decision makers, and have someone choose the crap. It's almost anti-human once you see the two approaches juxtaposed.
We call this "intuitive." When you ask someone to explain why they find something intuitive they almost can never put it into words. It's like some sort of magic. The truth is the system is simply self-evident, likely because it isn't full of a bunch of distractions, obfuscating it's purpose and meaning.
You have to use your eraser as much as your pencil. Keep at it until you've reduced the system back to exactly what is required, and shamelessly throw away what isn't needed. This is the essence of achieving simplicity.

subset: commoncrawl


text:
Videoconferencing has become "the next best thing to being there" for many businesses. Facilitating face-to-face collaboration for people who are in different locations, it can help businesses increase productivity while saving money on business travel expenses.
With videoconferencing, you can still have dynamic "in-person meetings" and "live" presentations and events – even if you're on opposite ends of the country, or even in different countries. Videoconferencing is also considered a "green" technology as it eliminates the carbon dioxide emissions that result from driving and air travel.
But how do you know what to buy for your organization? The first step in determining this is to understand your main objectives for the system, including your usage requirements today and what they might be over the next three to five years. You don't want to buy more than you need, but you do want a system that is going to scale with your business.
This slideshow highlights key features identified by Compare Business Products that you should consider when looking for a new videoconferencing system.
Ten-point RFP Checklist for Enterprise Storage Technology Refresh Initiatives Integrating these 10 steps into the storage migration vendor proposal request process reduces operational risk and leads to time and cost savings.
Five Tips for Boosting Web Performance Easy-to-implement tips for improving the performance of your site.
Six Unified Communications Application Benefits Unified communications users experience a multitude of benefits – both in terms of employee time savings as well as direct financial savings.
Related Topics : Box.net, IT Management Automation, SharePoint, Facebook, T-Mobile
Enterprise social collaboration solutions are most successful when they contribute to business value and benefits that address company goals. ... More >>
Chosen carefully, collaboration tools will save time, cut costs and reduce complications associated with storing and retrieving documents throughout a company's operations. ... More >>
With the consumerization of AR, it appears the technology is finally within arm's reach for those savvy enterprises willing to reach out and grab it. ... More >>


text:
About iRentToOwn.com
iRentToOwn.com is a premier Poplar Grove resource to rent homes, allowing buyers and sellers to quickly find and rent houses in Poplar Grove, IL. Ranging from conventional homes for rent and lease to own homes to complex land contracts, this websites also contains a distinctive inventory of articles describing rent to own houses. Finding affordable Poplar Grove, IL rent to own homes is now easier than ever.


text:
Texas Fashion Collection - 2 Matching Results
Search Results
- Pumps
- Pair of pumps of blue suede. Shoes have pointed toes and are lined in a blue/gray leather. 3 1/4" high stiletto heels of black leather, flaring slightly at base. Designer's label stamped inside: "Herbert Levine" Retailer's label stamped inside: "Shoes / Nordstrom's / Portland - Seattle" Handwritten inside shoe: "8AA H5101 / 25218"
- Riding Boots
- Pair of lady's riding boots of black/dark brown leather. The "high button shoes" are designed with pointed toes gently rounded at tips, the boots lace up along the back with 12 holes/hooks. Lined in white fabric. High heels are rounded at sides and back, flaring slightly to base, and curved at front. Black leather soles. Hand-written note: "3-13 / 38405 / 413" Retailer's label stamped in gilt, mostly illegible: "Portland Ore" Brand stamped in gilt: "STEPINSHU / Trade Mark / Pat. Applied" Stamped in sole: "WICHERT"


text:
One Direction + Taylor Swift Lead in Kids' Choice Awards Nominations
The Kids Choice Awards nominations have been announced and leading the pack this year are One Direction and Taylor Swift. That makes sense, since these acts are two of the most popular among the "kids." We'll ignore the fact that Swift and 1D's Harry Styles were coupled up until a few weeks ago, so they are forever linked, at least in our minds.
Other key nominees are Carly Rae Jepsen, who had one of the biggest songs of last year with 'Call Me Maybe,' and that billion YouTube view sensation Psy, who taught us all about 'Gangnam Style.'
Of course that boy wonder known as Justin Bieber also got a nom.
The Kids Choice Awards will air on Nickelodeon on March 23.
Below are some of the top music categories and their nominees.
Favorite Music Group
Big Time Rush
Bon Jovi
Maroon 5
One Direction
Favorite Male Singer
Justin Bieber
Bruno Mars
Blake Shelton
Favorite Female Singer
Katy Perry
Taylor Swift
Favorite Song
'Call Me Maybe' (Carly Rae Jepsen)
'Gangnam Style' (Psy)
'We Are Never Ever Getting Back Together' (Taylor Swift)
'What Makes You Beautiful' (One Direction)


text:
FALL RIVER — Nothing is without its own history and, if French king Louis XIV did enough to fill a biography, then so has Luis, who lives down the block from you.
And hip-hop has its history, from Sugarhill Gang to Lil Wayne, with stops at Kool Moe Dee and Jay-Z.
At Bristol Community College, in the last third of Black History month, the cafeteria is thumping with thunderous beats and the definitive, cocky, chopped words of rap.
It's the History of Hip-Hop Extravaganza, and I arrive for the pop quiz.
"Where was hip-hop started?" DJ Carmen quizzes from the stage.
A half-dozen street-wise scholars in the room know it was New York.
"Shut 'em down. Open up shop," booms the lyrics of DMX's "Ruff Ryders" as two would-be rappers go head-to-head in a kind of karaoke rap contest. You win, you get a fake gold chain with a big, gold dollar sign pendant.
If it's about hip-hop knowledge, it's also about skills.
"3-6-9, damn she fine," thunders from the speakers. The cafeteria is rumbling with sound, bursting with energy, hip-hop hot on a cold day.
And the rap contest was just the appetizer, an oyster on the hip-hop half shell.
DPao of Dancing and Friends takes to the floor in front of the dais that holds the DJs and he starts to dance, flipping up in the air, landing on a twist, spinning with and driving off the beat.
DPao is a Fall River guy who admits to being somewhere in his '30s and says he's been dancing like this for 19 years.
Andre Kool Ade Drizzy is 24. His hip-hop breakdance technique is sinuous, like a big python making circles in the dust. There's some robotic moves in there, too, what people used to call "popping and locking."
A lot of guys my age say rap isn't music but who bought all those disco albums? Maybe guys my age don't know everything. I bob my head with the beat.
"It's a new style called 'animation,'" Drizzy tells me. "It's between dubstep and hip-hop."
Dubstep is a kind of electronic dance music and if you've never heard the word maybe you shouldn't be here. At the very least, if you don't know what it means, you should ask the person standing next to you. The girl in the jeans and high heels, maybe. Or the guy in a tank top on this 40-degree day.
"It's kind of chilled out if you will," is how Drizzy describes his style.
Drizzy is a guy for individualism.
"Everybody has their own character," he says. "That's their style."
Those could almost be the words of a hip-hop creed, a back beat Buddhism.
The dancers dance. The words dance. People in the crowds dance. Lights and shadows dance across the ceiling.
Drizzy says he practices a lot, makes up his own moves and works on them for hours at a time.
New Bedford artist Switch, fired up at age 19, bounces around the floor like a pebble skipped across a pond. Seven or eight front row girls cheer every word of his rap.
"I love my haters" he raps. "They love me too. They just afraid to say it."
Cultural history is history.
And the room is booming with history's newest beat.
Marc Munroe Dion's "Side Streets" column draws on his knowledge of the area and his affection for the city where he was born. It's about people and places and history and the voice that comes only from one corner of southeastern Massachusetts.


text:
CHICAGO (MarketWatch) — Here are some of Monday's biggest gaining and declining stocks:
TPC Group Inc. US:TPCG shares rose 5%. The chemical firm said it is evaluating a nonbinding acquisition offer from Innospec Inc. IOSP, +0.99% worth up to about $720 million that could scuttle its previous deal with investment firms First Reserve Corp. and SK Capital Partners.
National Bank of Greece SA US:NBG shares were up 12% after the company unveiled a friendly all-stock buyout bid for rival Eurobank Ergasias SA. EUROB, +6.05%
Netflix Inc. shares NFLX, +1.77% were up 10% after Morgan Stanley's Scott Devitt upgraded the online-video provider to overweight from equal weight.
Vringo Inc. US:VRNG shares rose 18% after it announced a lawsuit against the U.K. subsidiary of ZTE Corp., accusing the Chinese maker of telecommunications equipment of infringing on its patents used in handsets, base stations and other gear. The company is also pressing patent-infringement accusations against Google Inc. GOOG, +0.95% AOL Inc. US:AOL and IAC/Interactive Corp. US:IACI related to patents used in search ads.
Affymetrix Inc. US:AFFX shares fell 15%. Affymetrix expects third-quarter revenue to fall short of consensus estimates as a tightening academic-funding environment worldwide has hurt its gene-expression and eBioscience business units. The provider of genetic-analysis technologies to pharmaceutical, diagnostic and biotechnology firms forecast third-quarter revenue of about $80 million, while analysts were expecting $85 million.
Green Dot Corp. GDOT, +0.25% shares fell 20%. The shares are being pressured by American Express Co.'s AXP, +0.59% decision to roll out a prepaid-card product in cooperation with Wal-Mart Stores Inc. WMT, -0.39% that will compete with Green Dot offerings.
Oclaro Inc. US:OCLR shares fell 9.5% after the maker of optical components warned of lower-than-expected revenue results in its fiscal first quarter late Friday.
Progress Software Corp. PRGS, +1.76% shares fell 13% after the company said its chief executive would step down in December for another job, and would not reaffirm its September core revenue estimate.
Renewable Energy Group Inc. REGI, -0.79% shares fell 19% after the biodiesel firm cut its third-quarter earnings forecast on fuel-price declines.
Providing critical information for the U.S. trading day. Subscribe to MarketWatch's free Need to Know newsletter. Sign up here.


text:
Anyone know the realistic low-end for having fun (reasonably powered, able to relaunch, maybe some moderate jumps, and not struggling to keep the kite from falling out of the sky) on the Flysurfer speed 3 12m and 15m kites? Will the 12m work as a light wind kite (I am 70 kg/150lb)? Does the 12 handle considerably better than the 15- enough to give up a couple of knots low end? I've only used LEI kites in the past and typically don't much enjoy any of them larger than 12m.
I do have a decent light wind twin tip, but would probably use it with a surfboard.


text:
Much of the UK will escape further snow today, 24 hours after widespread snowfall caused travel problems for motorists and rail users.
But the conditions will remain treacherous as temperatures will struggle to get above freezing bringing widespread ice and leading to warnings to motorists to take extra care.
The freezing temperatures, which are expected to fall to around -8C overnight for much of England, and increased heating bills mean there are concerns that the number of deaths this winter could top the 24,000 in the relatively mild 2011-2012 winter, the Local Government Association said.
The LGA urged people to look out for their neighbours.
Cllr David Rogers, chairman of the LGA's community wellbeing board, said: "As well as gritting our roads and clearing snow, council teams are ready to be drafted in to provide a variety of services to help the vulnerable deal with the severe winter weather, from carrying out emergency household repairs to delivering hot meals and portable heaters.
"But council staff can't be everywhere. They rely on community-spirited residents to look out for each other.
"We are calling on neighbours, postmen, milkmen and paperboys to step up and help save lives by knocking on doors and reporting anything out of the ordinary."
Eastern parts of England and Scotland had more snow overnight, with as much as 17cm falling in some parts of Norfolk, and up to 5cms elsewhere.
Met Office forecaster Greg Dewhurst said: "Most places in England will be staying dry and cold today with a few rain and sleet showers in the far west."
Temperatures in London will get to around 3C, and the warmest place in the country will be Cornwall, which experience temperatures of around 8C.
But as darkness falls the mercury is expected to plunge to around -8C in England and -10C in Scotland for the rest of the week and possibly into the weekend.
Mr Dewhurst said: "Today most places with some snow cover will be struggling at temperatures around zero.
"Overnight most places in England will be dry and clear which will allow temperatures to drop well below zero."
Wintery showers can be expected overnight across Kent and London tonight whilst rain will push its way into the South West, with some freezing fog patches expected across the Midlands.
The freezing conditions will last at least until the weekend, Mr Dewhurst said, adding: "There will be a lot of ice, especially in areas where there have been wintery showers."
The Met Office has issued an amber weather warning, predicting severe weather for all of England and warning the public to be prepared for the risk of disruption.
Thousands of motorists were affected by the cold weather yesterday, and the AA estimated it attended more than 16,000 breakdowns, compared to around 10,500 for an average Monday.
It warned drivers to be prepared and carry winter kit in their cars, while the RAC said it had extra patrols on the road as it expected up to 56,000 breakdowns and widespread disruption.
The Highways Agency warned motorists to take extra care on slippery an icy roads. The agency has a 500-strong fleet of salt spreaders and snow ploughs on standby should there be a heavy dump of snow or heavily iced roads.
Steve Crosthwaite, head of the National Traffic Operations Centre, said: "During severe winter weather we ask drivers to check road conditions and the weather forecast before setting out.
"If conditions are poor, and journeys are not essential, we advise drivers to think about delaying until conditions improve and allowing our winter fleet the chance to treat the roads."


text:
Thursday, February 16, 2012
Office Reveal!
62 comments:
Great work! I love the black doors and your brother's wall. That must have been one crazy week!ReplyDelete
What a difference! Love the wall graphics, and of course, that wood wall. So much more energy!ReplyDelete
It looks amazing. That wooden wall is killer!! Love everything you do…ReplyDelete
Wow - that is very very cool!! I love the wood wall with the white chairs.ReplyDelete
that looks AWESOME! loving the wood wall, big time!ReplyDelete
I die for that wood wall too!ReplyDelete
Amazing job!! Love the wood wall - your brother is pretty amazing too!!! That office is now full of cool style!ReplyDelete
Love! Great job!ReplyDelete
Affordable Luxury blog www.jws-interiors.com
My mind is blown that you did this in a WEEK!! All the texture is awesome, and those white chairs have such a great shape - now that I've seen the "after" I can't believe it ever looked sad and boring!ReplyDelete
OMG! What an AMAZING transformation and in only one week! I am dumbfounded by your talent and I die for that wood feature wall!ReplyDelete
it's magical.ReplyDelete
Amber - this is INCREDIBLE!!! You would never know that you did it in a blink of an eye... Love the flashes of neon and fab furniture. Now go relax with 1 (or 3) bottles of wine - you deserve it!!!!ReplyDelete
The after photos look amazing! This looks like a fun place to work now. Great job!!ReplyDelete
Great space! It looks amazing. The wooden walls are my favorite. Great job!ReplyDelete
holy batman!!!! i cant believe you did that in that amount of time!!! I die for that wood wall!!! can you please put a mini tutorial or "how-to" in the next few weeks???? I would LOVE to do that in a future home of ours! your FAB xoxox EReplyDelete
That wall o' wood is gorgeous! My favorite part for sure. And what's with the "SABRE" all across the front of that cubicle? Maybe it's the name of the company? It just reminded me of The Office :)ReplyDelete
Love the wood wall! One week, wow! You rock!ReplyDelete
WHOA. Talk about night and day. You did AMAZING work in such a short amount of time!!!! Kind of obsessed with that wood slat wall.ReplyDelete
in one week. that's insane. looks FAB, girl. you earned some serious quality time!ReplyDelete
Okay amber it's amazing! I love the big graphics on the wall!ReplyDelete
Seriously, so inspired and amazed by you and your team! Congratulations on a serious accomplishment.ReplyDelete
LOOOOOVVVEEE EEEETTTTT! you did a fab job...they called the right girl, that's for sure! now come to tex-ass!ReplyDelete
AMAZE! You and you bro are both so talented. Just love the wall, the neon angled graphics, all of it. Congrats. and go enjoy your break!ReplyDelete
- AnonymousFebruary 16, 2012 at 8:37 AM
That wooden wall! Wow, seriously blown away by the amazing transformation and the quickness with which you and your team did it. So inspirational! xoReplyDelete
Seriously AH-MAZING!!! Favorite part by far is the wood wall...neon triangular stripes are pretty rad too! Job well done!ReplyDelete
LOVE that wall! Such a great job in just one week!ReplyDelete
I've said it before, I'll say it again. You are the shit.ReplyDelete
Like everything you do, this is so uber hip! I love this office space. Their clients must love it too! I need to fly you out to Dallas so you can help meReplyDelete
Whew, that is great great work. You and your brother are talented. The client must be over the moon happy.ReplyDelete
You are a miracle worker! Imagine how thrilled those employees are to come to work in a brand new creative environment. Way to go!!!ReplyDelete
AMBER - this is FABULOUS. Great job! It's so Rob Dyrdek meets Amber Interiors and I luuuuuurve it.ReplyDelete
truly outstanding lady! xoReplyDelete
This is amazing! Congrats, your hard work really paid off!!ReplyDelete
great job. looks amazing.ReplyDelete
where did you find wood for wall? special reclaimed?
Amazingly awesome! I am dying for a succulent arrangement like that now.ReplyDelete
It looks amazing to say the least! I love the color scheme. And I never thought I would enjoy a wood wall (childhood hatred of wood paneling) but I LOVE it!ReplyDelete
Amber, I am SO proud of you. You are so talented, dedicated, and kind hearted. I wish you continued blessings in your work. I especially love the wall contrasted with the white chairs and graphic rug. SICK! I love it. Can't wait for round 2. Get some much needed and deserved rest.ReplyDelete
the WOOD freakin WALL! insane. lovelove this. can u imagine how much happier those will be to go to work now??ReplyDelete
Looks so amazing! Totally impressed!ReplyDelete
That wall is my dream. What kind of wood(s?) is it? The whole design is awesome! Fresh and energetic in a calm way if that makes sense. Great job!ReplyDelete
Where did you get those chairs?? Love! Please let me know!ReplyDelete
Where did you get those chairs?? Love! Please let me know!ReplyDelete
The transformation is insane! Seriously, it could not have turned out better... and in a week?! That's just crazy talk.ReplyDelete
Anyway, I love love love the wood wall (it looks so good with that west elm rug & succulents!) You deserve some major kudos and serious relaxation after this one :)
Wow- amazing! I love the wood wall, graphic rug and fun art. What a transformation! :) Now go relax after all that work! :)ReplyDelete
What a transformation! Love the wood wall! Bravo, well done you. Can't wait to see the mural!ReplyDelete
Soooo much better! The space is upbeat and looks like a fun place to work now!ReplyDelete
one week? amazing. love the wood wallReplyDelete
You rocked this Amber!! Love the color scheme and the wood wall. Serious believer in a great design space makes for happy workers!! Do you mind sharing the source for the black geometric rug???ReplyDelete
The wood wall is my favorite!ReplyDelete
Amber this is so fantastic, I wish I could work here! Truly unique look xReplyDelete
I still look this up--because its awesome. Where did you get that white and black pillow that you have on the grey sofa with the two other black pillows----pretty please?ReplyDelete
Excellent information and facts. Only real difficulty I was basically receiving was viewing the pics. No idea exactly why.ReplyDelete
1. Interior Design Seattle
2. Minimalist Interior Design
3. best interior design schools
Hats off to your interior design concepts! It's amazing how you put life on those office spaces. They can surely motivate employees to be more productive every day.ReplyDelete
Great job its ahmazing!ReplyDelete
Loved your new office space! At first I thought the befores were the afters haha, but then I kept scrolling and found your new space just breathtaking. I love the way you accented the cool rug with the white guest chairs and plants, and the wood paneling on the walls looks fantastic! Keep it up! :)ReplyDelete
Your office makeover was great! The accent pillows on the comfy sofas go great with the rug. You're truly a design genius!ReplyDelete
You have such an amazing office, you should be very proud of yourself. It would be my dream to get my office buildings to look a little more like this. I just think my company is a little too far behind to focus on that right now. However, I'd love to start looking at different plans that we would be able to do in the future. http://wdigroup.ca/construction-and-project-management/ReplyDelete
Want to Change your interior or looking to make a bridge with some partner then design will you out.ReplyDelete
Interior Design Dubai
I can not wait to open branch shop games for girls , download whatsapp , cool math 4 kids , girlsgogames , baixar whatsapp , coolmath4kidsReplyDelete
Great one buddy nice collection and amazing post ...ReplyDelete
Home Interior design Singapore
A very good and informative article. Thanks for sharing with us.ReplyDelete
3d animation process
Interesting post. Some performers always appear to be naturals while others often do have to work themselves up before the performance.ReplyDelete
Exhibition Stand Contractors Dubai


text:
Car Deals
Van and Minivan Deals: July 2013
Shoppers interested in a new minivan have several excellent models to choose from. Our list of van and minivan deals makes the process even easier by highlighting some of the best incentives on the top new models this month.
Chrysler Town & Country
The Chrysler Town & Country is a popular minivan with an upscale aim. In July, Chrysler is offering incentives on the Town & Country whether shoppers are looking to finance, lease or pay with cash. For cash buyers, Chrysler is offering up to $2,000 back, or up to $2,500 for the upscale Town & Country Limited. Qualified shoppers looking to finance can get 0 percent interest for up to 60 months, plus up to $500 back on most models and $1,000 back on the Town & Country Limited. Chrysler is also offering a 36-month lease deal with payments from $289 per month after $2,999 down at lease signing.
Find a Chrysler Town & Country for sale
Dodge Grand Caravan
The Dodge Grand Caravan is a practical minivan that remains one of the most popular models in the U.S. Through July, it's available with incentives for shoppers looking to lease, finance or pay with cash. For those who pay in full, Dodge is offering up to $2,000 cash back on most models or $1,000 back on the base-level Grand Caravan AVP. For qualified finance buyers, the Grand Caravan is available with 0 percent interest for up to 60 months plus up to $500 cash back. Finally, shoppers interested in leasing can get a mid-level Grand Caravan SXT for $289 per month for 36 months after $2,999 down at lease signing.
Find a Dodge Grand Caravan for sale
Ford Transit Connect
The Ford Transit Connect is a commercial van that's increasingly popular for businesses that want to cut down on fuel costs without compromising much storage space. In July, it's available with incentives for shoppers financing or paying with cash. For qualified shoppers interested in financing, Ford is offering 0.9 percent interest for 36 months or 1.9 percent for 48 months, along with up to $1,000 cash back. Cash buyers, meanwhile, get an even better deal: Ford is offering up to $2,500 back on all Transit Connect models through the end of the month.
Find a Ford Transit Connect for sale
Nissan Quest
The recently redesigned Nissan Quest offers bold styling and a practical, roomy interior. In July, it's available with good incentives whether shoppers are interested in leasing, financing or paying with cash. For cash buyers, Nissan is offering up to $2,500 back -- a good figure, especially among minivans. For qualified buyers financing a Quest, the minivan is available this month with 0 percent interest for up to 36 months plus up to $500 cash back. Finally, lease shoppers also can get a good deal in July, as Nissan is offering a 39-month lease for $259 per month after $2,999 down at lease signing.
Toyota Sienna
The Toyota Sienna is among today's most popular minivans. In July, it's offered with enticing incentives, whether shoppers want to lease or buy. For lease shoppers, Toyota is advertising a 36-month term with payments from just $269 per month after $2,668 at lease signing. That's a good deal, but we think the van's purchase offer is even better. Through the end of the month, qualified shoppers buying a Sienna can get 0 percent interest for up to 60 months. That deal is impressive enough that it may convince cash buyers to finance instead.
What it means to you: Our list of van and minivan deals includes the top incentives and special offers available on some of our favorite models in July.


text:
Skip to main content
School District No. 38 (Richmond)
Our focus is on the learner
J.N. Burnett Secondary School
Home of the Breakers
Toggle navigation
School Information
About Us
Contact Us
Our Staff
School Calendar
Bell Schedule
District Snow Day Protocol
External Resources
Feeder schools
General Information
Information for Parents
Information on Snow Days
Student Code of Conduct
Career Centre
Capstone Project
Career Life Connections
Grad Transitions
Burnett Courses
Grad Events
2018 Grad Boat Cruise
2018 Grad Winter Formal
2019 Dinner and Dance
Breakers Athletics
Breakers Game Schedule
Breakers Practice Schedule
Daily Student Notices
JNB Clubs
JNB Clubs Calendar
JNB Fundraising Calendar
School District 38
Our School Story
Our Focus
Our Learning
School Calendar
Day 2
Day 2
Event Date
Repeats every 2 days until Fri Dec 07 2018.
Dec 4 2018 (All day)
Dec 6 2018 (All day)


text:
Sonoma Real Estate
Sonoma, whose rich soils mark the birthplace of California's wine industry, is the closest wine region to San Francisco and as a result offers the beauty of rural northern California, along with proximity to the urban offerings of the Bay Area. In addition to being well known for its award-winning wines and acres of vineyard land, the city is rich in small-town charm and historic monuments. In the center of Sonoma lies the eight-acre Sonoma Plaza, a national historic landmark, which is shaded by sprawling trees and bordered by carefully preserved adobe buildings. Property choices in Sonoma are almost endless, from country estates and vineyards to suburban homes in friendly residential neighborhoods. Residents enjoy the local flavor of wine country with numerous community events. From the elegantly casual Robert Mondavi Summer Festival of open air concerts held on the winery's lawns, to wintertime community movie screenings to help raise funds for Toys for Tots, festivities seemingly last all year long. Nestled in the gorgeous Sonoma wine region, the city's unmatched location and rich wine country history combine to make it a wonderful place to call home.
Sonoma Property Info
area data
While overarching trends in real estate such as interest rates, economic factors, and consumer confidence all influence the purchase or sale of a home, smaller monthly changes in our local markets can affect your transaction just as much. Our real time market data gives you the most accurate and timely snapshot of your city or neighborhood.
Sonoma Market Report
Market News, May 2019
All residential. Information obtained from the Multiple Listing Service and/or public records. This third party information has not been independently verified.
New Listings
Reduced Prices
Open Houses
Sonoma Homes For Sale
Search for properties in Sonoma


text:
Not real journo's who still have a job, maybe cadets (but not good for resume…mmm)
Maybe old school scribes who wish they could stay in the game!
How about folks like me with no relevant qualifications but gives a toss about the crimes in their communities?
The pay-off is a verdict like today GBC cowardly wife killer.
People like me? You relate to how I write?
Hey cant spell well, 2 finger typer…So am I YES…Our stuff gets checked before we post.
Sounds like you?
GOOD keep reading
This site has had massive coverage lately (I cover non famous crimes too)
I'm thinking along the lines of a Co-ordinator in each state
That co-ordinator runs that states crimes and has authors who get the stories up.
What do you think?
Sound good, bad, troublesome, confusing?
All I want is to give the best coverage of what is going on in our communities.
The community expectations has/have? outgrown my skills honestly…
Each state, minimum deserves better coverage. The good people email me why haven't you covered this rape, or that kidnapping, or the death of a cousin in my indigenous community.
You could help us!


text:
As Jacob Weisberg notes elsewhere in Slate, when President Bush lumped Iraq, Iran, and North Korea into an "axis of evil" more than four years ago, the links among the three states were tenuous at best. Today, in no small part—though not exclusively—because of American policy, these states are inextricably linked. Nowhere is this clearer than with the Iranian and North Korean nuclear challenges. In the wake of North Korea's apparent nuclear test, shaping an effective strategy demands acknowledging and understanding these connections.
The North Korean decision to test was influenced by the situations in both Iraq and Iran. Pyongyang likely estimated that the current American focus on Iraq would mean a relatively weak response. It had also seen Iran ignore international demands by refusing to suspend uranium enrichment, only to escape—so far—substantial negative consequences, which undoubtedly added to Pyongyang's sense that it could ignore international warnings with impunity. This is not the first time North Korea has based its actions, at least in part, on what it saw happening to Iran: In June, the United States offered to support Iranian acquisition of nuclear reactors (under the right conditions), something it had ruled out for Pyongyang; a month later, apparently feeling neglected, North Korea launched a missile test.
Iran has also watched the North Korean situation evolve. Over the last four years, North Korea has refused to halt enrichment and reprocessing activities without significant international penalty; this cannot help but strengthen Iran's belief that it too can defy the world. North Korea has also enlarged its nuclear arsenal against international protest, again without paying a meaningful price. Iran is nowhere close to testing a bomb, but it should be no surprise that Tehran increasingly doubts the international community's resolve.
To a lesser extent, the relationships between North Korea, Iran, and Iraq are also material: Pyongyang sells Tehran missile technology, while Iran interferes in Iraq. These are important connections, but they do not directly affect the nuclear threat.
Links between the "axis" nations can, of course, be oversold. Many analysts contend that Iran has learned an important lesson from the other two states: Without nuclear weapons, you will be attacked (Iraq), but with them, you will be untouchable (North Korea). This logic is flawed. Iran could largely eliminate the risk of international sanctions or American attack by abandoning its nuclear ambitions, probably in exchange for nonaggression guarantees—it does not have to follow the North Korean route to enhance its security.
Meanwhile, a move toward nuclear weapons would not offer Iran similar protection to that enjoyed by North Korea—indeed, it could actually invite a military strike. The American decision not to attack North Korea is based on much more than the North Korean nuclear deterrent—North Korea's million-man army and its conventional capability to destroy much of Seoul, along with the strong opposition of South Korea and China to an attack, were enough to make military action, or even sanctions aimed at regime change, extraordinarily unlikely. Iran's situation is different—its neighbors are far less interested in protecting it, and its ability to wreak havoc in Iraq and Israel, while substantial, is less imposing than North Korea's ability to devastate Seoul.
If assessing North Korea and Iran together, rather than as isolated cases, helps explain the past, a similar approach should also help inform future policy. Addressing the North Korean tests as a regional issue would make strategy simpler, but it would ignore the global interrelationships that history has laid bare. This means that our response to North Korea must be crafted with Iran in mind, and our Iran policy must be developed with an eye toward Pyongyang.
Credibility is the word of the day. Iran already doubts the seriousness of international warnings, having seen little follow-through thus far; a feckless response to North Korea's claimed test will only reinforce this. The implication is obvious: Anything short of substantial sanctions imposed on North Korea will only encourage Tehran.
The United States and China began the week far apart on this front: The United States called for a naval quarantine and comprehensive economic and financial action, while China appeared inclined to controls over nuclear and missile exports. Alas, the world already imposed restrictions on those exports in the wake of North Korea's summer missile test; the Chinese proposal, while useful, merely amounted to making past demands more legally enforceable. What's more, if similar controls were applied to Iran, they would do little to restrain its weapons program. And a naval quarantine could be dangerous, potentially provoking a military response from North Korea, while doing little to affect its illicit exports.
A new American proposal floated Wednesday night moves the debate in the right direction. Washington proposed financial sanctions targeted at the North Korean nuclear and missile programs; a requirement for inspections of vessels thought to be transporting nuclear or missile technology rather than a universal requirement that every vessel be searched; a travel ban on North Koreans involved in the nuclear program; and sanctions targeted at luxury goods and hence at North Korean elites. It is surely no coincidence that these moves are similar to many that have been proposed for Iran—there, as here, the United States and Europe have advocated strong measures targeted at the Iranian nuclear and missile programs, as well as at Iranian elites. Imposing these measures on North Korea would thus send an important signal to Iran.
Iran may also be skeptical of American diplomatic efforts regarding North Korea. If Tehran believes, as many American experts do, that the United States has not pursued its negotiations with North Korea (the six-party talks) in good faith, it will also doubt the sincerity of American offers to talk with Iranian diplomats. More active American diplomatic efforts to resolve the North Korean crisis, including a willingness to clearly forswear regime change, could help convince Tehran that talks would be valuable. Drawing Tehran into negotiations will not necessarily end the Iranian nuclear program, especially if the talks are mishandled. (In particular, security guarantees must be on the table if a negotiated settlement with Tehran is to have any chance.) But with all other options appearing unpalatable, and with Iran still several years from the bomb, it would be a shame not to at least try as many tactics as possible.
We should not, however, be too sanguine about the potential for imposing heavy sanctions on North Korea, given the hesitancy on the part of Beijing, and, to a lesser extent, Seoul. Nor should we assume that harsh action against Pyongyang will magically resolve the Iranian showdown. North Korea has just grabbed global attention, but our focus on Northeast Asia cannot come at the expense of a similarly strong effort on Iran, all while we try to manage the mess in Iraq.
The situations in Iran and North Korea are now inextricably linked. Rather than focusing on assigning blame for how we got to where we are now, or on futile attempts to decouple the two challenges, we should embrace the new connections between them. Crafting our response to the North Korean test so that it sends the right signal to Iran would be an excellent first step.


text:
It's that time again to make some predictions about what to expect in consumer tech for 2011. But first, here's a quick review of last year's predictions.
Mostly right
I predicted that we'd see new smartphones with larger 4- and 4.5-inch touch displays, and that proved correct with the Droid X, HTC EVO and Nexus S phones, in spite of Steve Jobs referring to them as Hummer phones.
The debate over network neutrality heated up as predicted, with Google and Verizon trying to make their own side deal. One prediction that hasn't panned out is that the FCC would take a strong stand against network neutrality. Instead, it's shown no backbone.
The prediction of a new iPhone that would be built of more rugged materials proved to be true, unless you drop it and shatter the glass back. That the iPhone would continue to encounter problems on AT&T's network proved true, and that AT&T would try to limit data usage and charge for higher usage also happened. No more unlimited data plan for the iPhone (unless you're grandfathered in). That Verizon would begin selling the iPhone seemed like an easy prediction, but we're still waiting.
Apple did introduce a tablet computer that everyone predicted, but no one knew how successful it would turn out to be, except, perhaps, Jobs.Read More...