Few books on software project management have been as influential and timeless as The Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time. The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years.
The purpose of this study was to describe, using the tools of ethnography and qualitative research, selected events in the history of a public special education school and its school culture. The year of the study, 1994-1995, the school served 125 students with cerebral palsy and other disabilities affecting some or all of their physical, sensory, and cognitive abilities. Study participants included faculty and staff, former students, parents, school administrators, and others identified with the school and in the Nashville community during the 1994-1995 school year. In-depth interviews with study participants, on-site observations, semi-structured interviews with informants, document, and archival research were used to create five collective tales based on stories of those who knew the school best between 1975 and 1995. This is a story of one special education school's founding, success, and survival. In recent years, the local school system closed 5 of 7 special education schools, its own K-12 school enrollment declined, and rumors it too would soon close. The story presents a saga of success and survival as the school faced a new social construction of schooling called the "inclusive schools movement." By applying institutional theory to the study of organizations, this study offers an explanation of how one special education school survived the inclusion movement by adapting to societal demands and by maintaining certain environmental elements considered important to school survival. This study provides a number of stories which serve as evidence of how the continuum of services for students with disabilities continues to work as inclusion efforts in some public schools often go awry. This study investigated (1) events beginning with the school's founding in 1975, (2) school success and survival using institutional theory and organizational analysis, and (3) the school as a model day school in special education's continuum or Cascade of Services. At the time of this study, the inclusive schools movement was believed to be responsible for declining enrollments at Harris-Hillman, increasing numbers of students with disabilities being placed in other public and private schools, and rumors the school would soon be closed. Study results offer a collection of stories from one educational setting over two decades. Discussion of these stories is followed by study conclusions that provide support for special education schools and a continuum of service and placement options for students in need of special settings with appropriate curricular content and instruction. It is a unique story of a special education school and its history over 20 years between 1975 and 1995.
Praise for Corporate Governance Best Practices "A thorough and thoughtful guidebook on the governance lay of the land." -Professor Charles M. Elson, Woolard Chair in Corporate Governance and Director of Weinberg Center for Corporate Governance, University of Delaware "Frederick Lipman provides a comprehensive approach to best corporate governance practices for all organizations, which is current, thoughtful, and practical. Directors and corporate governance personnel of public, private, and not-for-profit organizations must read this book." -Professor Raphael H. Amit, Director of Goergen Entrepreneurial Management Program, Wharton School of Business "Fred Lipman is considered by many directors and CEOs to be the preeminent expert on corporate governance in the country. His advice on this important topic, which impacts the boards of all types of organizations-public, private, and not-for-profit-is required reading in this day and age." -Frederick (Ted) Peters, Chairman and Chief Executive Officer, Bryn Mawr Bank Corporation (aka The Bryn Mawr Trust Company) "Boards of directors must be aware of best corporate governance practices in order to be effective in their oversight role and that is true for all not-for-profit organizations, including universities, as well as public and private companies. Frederick Lipman has authored a practical and comprehensive guide to 'best practices' for all boards of directors, which is required reading." -George P. Tsetsekos, PhD, Dean, Bennett S. LeBow College of Business, Drexel University "In a world of 'good,' 'better,' 'best,' where 'good' and 'better' may not be good enough, Fred Lipman's new book is a straightforward, and even comforting, compendium of BEST governance practices for serious directors. It is a handy and reassuring tool for the conscientious." -Allen R. Freedman, Audit Committee Chairman, StoneMor Partners LP,Founding Director, Association of Audit Committee Members
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
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