Confused about building a Linux server from scratch (let’s face it, who isn’t at times?) Rather than battle your way through incomprehensible documentation, Euronode have come up with the neat idea of a web-based wizard that builds an ISO image of your chosen configuration based on answering a series of checklists: Build Your Linux On Demand!
Archive for March 2006
Andrew Gowers, the man leading a wide-ranging review into the UK’s intellectual property legislation, has vowed to address the issue of companies abusing the patent system.Speaking at a seminar in London on Thursday, Gowers acknowledged that there are concerns that the present system may hamper competition.
“There is an accusation of a rise of companies sitting defensively on patents,” said Gowers. “There are patent thickets, which are a complex web of patents which may stunt invention and discourage research and development.”
A controversial deal on the future of the .com domain has been approved by the net’s overseeing body.
The “100 Rules for NASA Project Managers” has been doing the rounds online for years, so much so that it’s probably reached the status of something of a classic by now. They’ve had their fair share of high-profile failures over the years (solid fuel boosters, Hubble mirror and so on) but these are the relative minority compared to the huge number of successful projects that the space programme has delivered. And while some of the rules fall into the category of the blindingly obvious, it’s a list worth re-reading every now and again.
[Rediscovered via ProjectSteps; the full list can be found here .]
Rule #1: A project manager should visit everyone who is building anything for his project at least once, should know all the managers on his project (both government and contractor), and know the integration team members. People like to know that the project manager is interested in their work and the best proof is for the manager to visit them and see first hand what they are doing.
Rule #2: A project manager must know what motivates the project contractors (i.e., their award system, their fiscal system, their policies, and their company culture).
Rule #3: Management principles still are the same. It is just that the tools have changed. You still find the right people to do the work and get out of the way so they can do it.
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