Finance-Software

This book is enjoyable for enyone interested in computer game design. However, enjoyable and illuminating are two different things. Beginning with the obviously miguided analisys that computer games are not an art form because the process of designing them is not all a matter of creativity, but that of skill and calculation as well (which is the way it is for any art form), the authors begin a journey of, well, describing what computer games are like.

Overall, the book seems more to describe than explain, more to report than intrepert. There arises no general, well defined thesis from its 500+ page volume. At best, this book can be said to raise a lot of issues which a designer ought to have in mind when desining a game.

However, the vast majority of the issues raised are either of secondary importance or generally irrelevant. It breaks down the process of game design into topics in a way which is neither natural nor logical, and proceeds to pursue a rather sizyphian discussion of each of these topics in turn. These are: What is Game Design?, Game Concepts, Game Settings and Worlds, Storytelling and Narrative, Character Development, Creating the User Experience, Gameplay, and The Internal Economy of games and Game Balancing.

This division makes very little sense. These topics are all so closely realted, some to the point of overlapping, that attempting to develop a theorem which deals with each of them separately would result in exactly the kind of negligable book we have before us.

Actually, it would be impossible for the authors to develop any meaningful discussion of their subject, because they fail to define a) what we are trying to create and b) how do we measure our success. Nor can such a definition be induced from this overflous and superficial book. Without this definition, there is nothing that binds the book's pieces together (and, actually, had the authors bothered to provide a rigorous definition, they would have relized that no reasonable definition could be found for the garbled mess they've created), and it remains a pile of expressions in the spirit of "some people did this in some games, and some people did that in some other games". In short, the book does an admirable job in showing how NOT to perform a critical analisys of a subject, not to mention attempt to construct a wholesome theory.

While the book can be interesting at times, mainly because it makes one think on how such a book SHOULD be written, it is chuck full of assertions obviously made on the basis of misunderstandings, like the authors' curious misuse of the term Suspension of Disbelief, or their suggestion of the Hero's Journey narrative template as an object of imitation rather than a tool for analisys.

The authors' goal with this book also seems qustionable. At one point, they assert that, even were it possible, we wouldn't like our player to be tormented by remorse after taking an immoral action in the game. Why? isn't moral education one of the most important and unique roles of art? If it were indeed possible, and I'm sure it is, it would've been a glorious achievement for this medium, one which would put all its previous achievements far behind.

Or are the authors only interested in computer games as a source of pure fun? If so, I suggest they invest their impressive talent and enthusiasm in cooking or adult toy design - a medium's greatness lies not in the fun it offers, and these repectable fields are all about fun.

An interesting book for raising a large scale discussion, but one which falls short of grasping the deeper principles of its subject, and is, therefore, unimportant.

In writing a book review, it's important to realize the importance of "cover previews." In essance, the cover previews provide a contract for either what a book is about or what information the book will provide.

For instance, the back cover of the book On Game Design posits: "How do you turn a great idea into a game design? What makes one design better than another? Why does a good design document matter, and how do you write one? This book answers these questions and stimulates your creativity?"

It is important to note that the book does not limit itself to console video games or computer games. The essence of the rules discussed in this book are those of creating any type of game. Right away that should tell you whether or not you're going to find the book useful. Are you looking for a book that tells you, in general and abstract terms, what concepts are involved with creating a game, or are you looking for a book that actually works examples of concepts?

While this book does a good job of providing many checklists for consideration, advice for certain conditions, and a dictionary of possible ways to view game design, the writers do not follow through. There are few solid examples of checklist scenarios or of worked-through versions of a game scenario which a game designer would find helpful. Without a practical means to an end, there is little purpose in reading these examples except for reassurance that you're facing the same problem that other people have faced. There are many psychology texts available for that situation already.

If you're used to reading programming books, like I am, you're probably aware that they follow a standard format: Propose a problem, choose a method of solution, work through several to many versions of the solution, solve the problem. With only a proposal, it is rather unhelpful to not see why one solution is better than another when it comes to game design. For that matter, as you might have guessed, the level of abstraction to design presented in this book leaves no space for any code examples.

While the advice given in certain situations might be helpful to someone who knows nothing about game design, it is highly likely that whoever reads this book will have little need of it since the advice is so much common sense that a gamer of several years would already be aware of much of this. It's like a senior in college having to take freshman seminar.

But, aside from this little discussion of fault, there is much to be savored in this book. Don't let this review scare you off! Get a copy of the book. Read it. Keep it as a reference for when you might need a more formalized way of presenting a problem you face in game design.

And as I'm sure you know, once you've found a way to state a problem, you're almost ready to find a way to solve it.

The first half of this book is great, and the chapter on *What Gameplay Is* alone makes this book more than worth it. Rollings and Adams propose a new definition of game - to replace Sid Meier's off-the-cuff definition "A series of meaningful choices" - that is more general, more liberating, and more true. So anyone who is annoyed by the fact that their favorite linear platformer supposedly isn't a game by the Meier definition can turn to this. It sounds like a small thing, but so many designers quote the Meier definition so often I expect that this small pebble will create ripples that will effect the kinds of games we see in the future. By focusing on challenges rather than choices, Rollings and Adams have changed the way I think about game design.

Also, while Rollings' other book is most suited for people making strategy games, this book really is general enough to be a worthy read for anybody working on any kind of game.

I only gave it four stars because, for me, the last half of the book--summary chapters of different game genres--was mostly throwaway, rarely going into very much depth or telling me information I didn't know already.

The two most important concepts I came away with from this book were: 1) You should apply some logic to any outsourcing decision, and 2) You should only outsource what you understand completely today. The author presents a mathematical formula that, although complex, helps the reader to understand how to make decisions for the organization on outsourcing IS. Although there are some good principles presented early in the book, about half way through most readers will be lost by the indepth mathematical formula's. Understanding what you are outsourcing is the most important point. Most organizations today believe they can outsource IS and the problems will go away and costs can be reduced. This is not the approach one should take to outsourcing.

Es un buen texto para alguien que quiera empezar con el concepto, tiene una buena metodología y es una buena referencia. Debería tener ejemplos de casos exitosos de outsourcing

This slim text (146 pages) is a collection of 19 brief articles concerned with the people aspects of software development.

The essays are divided into 4 parts with common themes.
1. Empowering the individual
2. Improving Interpersonal Interactions
3. Mastering Projects
4. Changing the Organization.

There are 17 different contributors -- mostly consultants, whose names are familiar from magazine contributions and software conferences. Their views are diverse and the writing is uneven.
I've always appreciated James Bach's writings which questioned conventional thinking on software testing and software QA. I also found Becky Winant's essay on "Maneuvers to Disable a Team" humorous.

In the preface, the editor explains that this collection of essays arose from a "brainstorming session for a conference of the same name." As you'd expect with over a dozen authors, the results are uneven. If you're involved in software development, the following chapters will justify your purchase of the book:

- Don Gray: "Solving Other People's Problems"

- S.M. & K. Roberts: "Do I want to Take This Crunch Project?"

- Gerald Weinberg: "Congruent Interviewing by Audition"

- Johanna Rothman: "It's Just the First Slip"

Although the critical reader may find some other sections offering commonplace or occasional misguided advice, the whole book is stimulating and easy to read in one sitting. Recommended for your project-management shelf.

Since it is not possible to extend the length of the day, the only hope to improve your efficiency is to improve what you do with this most limited of resources. Working extended overtime has proven to be a short term solution only, as with few exceptions extended overtime leads to a general drop in productivity. The only situation where extended overtime does not appear to be a self-defeating condition is when the work is challenging enough so that it becomes a legitimate combination of livelihood, hobby and recreation. Tall order indeed!
However, the situation is not impossible if you simply take the time to explore the ways in which you can save time. The first and foremost way is to reduce the number of simultaneous projects. Study after study has demonstrated that the term momentary distraction is a gross misnomer. Any interruption takes us off task for at least ten minutes and the best essay in this book describes the plight of a man named Sam. Overseeing several projects that would each individually take only a few weeks, the constant switching created a near deadlock state in his managerial life. The simple solution is to declare one the highest priority and concentrate on it alone until it was complete. Repeating this simple process removed the deadlock and all projects were completed in a short time.
The simplest way that work can be made fun is to make the surrounding interpersonal interactions pleasant. The most interesting work in the world will not make a job fun if the interpersonal atmosphere is poisonous. This involves both selecting the right people as well as helping them enjoy each other through the emotional ups and downs of the long haul of building a major project. In my experience conducting technical interviews, the advice here of having candidates audition is the right way to select the people you want. If someone cannot handle the auditioning of their supposed skills, then it is difficult to see how they can survive the pressure of working closely and intensely with others for months at a time. The second and by far the most difficult is how to walk the fine line of allowing for individual differences without letting the differences become too individual. The advice here is good, but one could write volumes on how to practice this critical art.
As a group, IT workers commonly work 50-60 hour weeks filled with "crisis" after "crisis." The only hope to break this destructive cycle is to either cut the hours or make them more fun, and there is sound advice in this book that will help you do both.

From the beginning you can see that Ms. Bick learned a lot at Microsoft. Half way through I began to see many common business practices that are usually more talked about than used in real practice. Then at the end the real value of the book came together. Since Microsoft is clearly a leader in business and these techniques are used there, you can't lose by incorporating them into your work world no matter where that is.

This book has many good ideas, but most people have probably thought, heard, or read them elsewhere. It is an enjoyable, humorous read, however. For those with limited business backgrounds it would make a great starting point.

This 160-page book is a very quick read, with a fun, pithy tone. All of the advice is 100 percent on the money, with insightful stories to further drive home the point. Packed with high-energy advice that can be applicable to any company.

Highly recommended.

This book provides a concise look at what directories are and how they differ from most other business applications and databases. It also provides a review of directory standards and where they come from.

We are then given some how-to tips on directory planning and the technologies it will take to implement them as well as security and other network issues. Most helpful are the portions of the book on how applications are enabled with directories and very nice piece on meta-directories.

This book is not only helpful for the technical folks, it is a good overview of the issues around networks for management to get their arms around this very important topic.

Thanks to the Kampmans for this very helpful book!