Scrap Book

Friday, December 30, 2005

Some GK

Some GK for you guys -- Origin of the word F*.*.K , HoneymooN, GOLF... so sleep tigh

1. In Shakespeare's time, mattresses were secured on bed frames by ropes.
When you pulled on the ropes the mattress tightened, making the bed firmer
to sleep on. Hence the phrase "goodnight, sleep tight".

2. It was the accepted practice in Babylon 4,000 years ago that for a month
after the wedding, the bride's father would supply his son-in-law with all
the mead he could drink. Mead is a honey beer and because their calendar was
lunar based, this period was called the honey month or what we know today as
the honeymoon.

3. In ancient England a person could not have sex unless you had consent of
the King (unless you were in the Royal Family). When anyone wanted to have a
baby, they got consent of the King, the King gave them a placard that they
hung on their door while they were having sex. The placard had F*.*.K
(Fornication Under Consent of the King) on it. Now you know where that word
came from.

4. In Scotland, a new game was invented. It was entitled Gentlemen Only,
Ladies Forbidden... and thus the word GOLF entered into the English
language.
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Tuesday, December 27, 2005

ileap cracked download

http://ileap.crack-cd.com/iLEAP_All_Versions.html
|| Pixelnerds, 3:40 AM || link || (0) comments |

Monday, December 26, 2005

recipe

http://www.jerrysbaitandtackle.com/
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Thursday, December 22, 2005

murphys laws on sex

The more beautiful the woman is who loves you, the easier it is to leave her with no hard feelings.

Nothing improves with age.

No matter how many times you've had it, if it's offered take it, because it'll never be quite the same again.

Sex has no calories.

Sex takes up the least amount of time and causes the most amount of trouble.

There is no remedy for sex but more sex.

Sex appeal is 50% what you've got and 50% what people think you've got.

No sex with anyone in the same office.

Sex is like snow; you never know how many inches you are going to get or how long it is going to last.

A man in the house is worth two in the street.

If you get them by the balls, their hearts and minds will follow.

Virginity can be cured.

When a man's wife learns to understand him, she usually stops listening to him.

Never sleep with anyone crazier than yourself.

The qualities that most attract a woman to a man are usually the same ones she can't stand years later.

Sex is dirty only if it's done right.

It is always the wrong time of month.

The best way to hold a man is in your arms.

When the lights are out, all women are beautiful.

Sex is hereditary. If your parents never had it, chances are you won't either.

Sow your wild oats on Saturday night -- Then on Sunday pray for crop failure.

The younger the better.

The game of love is never called off on account of darkness.

It was not the apple on the tree but the pair on the ground that caused the trouble in the garden.

Sex discriminates against the shy and the ugly.

Before you find your handsome prince, you've got to kiss a lot of frogs.

There may be some things better than sex, and some things worse than sex. But there is nothing exactly like it.

Love your neighbor, but don't get caught.

Love is a hole in the heart.

If the effort that went in research on the female bosom had gone into our space program, we would now be running hot-dog stands on the moon.

Love is a matter of chemistry, sex is a matter of physics.

Do it only with the best.

Sex is a three-letter word which needs some old-fashioned four-letter words to convey its full meaning.

One good turn gets most of the blankets.

You cannot produce a baby in one month by impregnating nine women.

Love is the triumph of imagination over intelligence.

It is better to have loved and lost than never to have loved at all.

Thou shalt not commit adultery.....unless in the mood.

Never lie down with a woman who's got more troubles than you.

Abstain from wine, women, and song; mostly song.

Never argue with a women when she's tired -- or rested.

A woman never forgets the men she could have had; a man, the women he couldn't.

What matters is not the length of the wand, but the magic in the stick.

It is better to be looked over than overlooked.

Never say no.

A man can be happy with any woman as long as he doesn't love her.

Folks playing leapfrog must complete all jumps.

Beauty is skin deep; ugly goes right to the bone.

Never stand between a fire hydrant and a dog.

A man is only a man, but a good bicycle is a ride.

Love comes in spurts.

The world does not revolve on an axis.

Sex is one of the nine reasons for reincarnation; the other eight are unimportant.

Smile, it makes people wonder what you are thinking.

Don't do it if you can't keep it up.

There is no difference between a wise man and a fool when they fall in love.

Never go to bed mad, stay up and fight.

Love is the delusion that one woman differs from another.

"This won't hurt, I promise."
|| Pixelnerds, 12:59 PM || link || (0) comments |

blog templates

Blog templates

http://beccary.com/goodies/blogger-templates/

http://blogger-templates.blogspot.com

www.elated.com%2Fpagekits%2F

    
|| Pixelnerds, 8:41 AM || link || (0) comments |

test

test entry
|| Pixelnerds, 8:28 AM || link || (0) comments |

Monday, December 19, 2005

free online PM tools

This site has got an online project management tool. They have a free version also. I tried this and seem good. You can also create some users and track all aspects of the projects.

http://www.aceproject.com/

|| Pixelnerds, 8:03 AM || link || (0) comments |

~~~~~~~~~~~~~~~~~~~

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links to check

Links to check

http://blog-thegoose2.blogspot.com/    

Vatican relics

http://www.vaticanvault.com/In-the-Vault/in-the-Vatican-Vault/Relics.html


|| Pixelnerds, 6:18 AM || link || (0) comments |

early christian histroy

http://earliestchristianhistory.blogspot.com/
|| Pixelnerds, 6:04 AM || link || (0) comments |

Google: Ten Golden Rules

Getting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google.

By Eric Schmidt and Hal Varian
Newsweek
Updated: 11:33 a.m. ET Dec. 2, 2005


Issues 2006 - At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."

At Google, we seek that advantage. The ongoing debate about whether big corporations are mismanaging knowledge workers is one we take very seriously, because those who don't get it right will be gone. We've drawn on good ideas we've seen elsewhere and come up with a few of our own. What follows are seven key principles we use to make knowledge workers most effective. As in most technology companies, many of our employees are engineers, so we will focus on that particular group, but many of the policies apply to all sorts of knowledge workers.


Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers, drawn from both management and potential colleagues. Everyone's opinion counts, making the hiring process more fair and pushing standards higher. Yes, it takes longer, but we think it's worth it. If you hire great people and involve them intensively in the hiring process, you'll get more great people. We started building this positive feedback loop when the company was founded, and it has had a huge payoff.

Cater to their every need. As Drucker says, the goal is to "strip away everything that gets in their way." We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses—just about anything a hardworking engineer might want. Let's face it: programmers want to program, they don't want to do their laundry. So we make it easy for them to do both.

Pack them in. Almost every project at Google is a team project, and teams have to communicate. The best way to make communication easy is to put team members within a few feet of each other. The result is that virtually everyone at Google shares an office. This way, when a programmer needs to confer with a colleague, there is immediate access: no telephone tag, no e-mail delay, no waiting for a reply. Of course, there are many conference rooms that people can use for detailed discussion so that they don't disturb their office mates. Even the CEO shared an office at Google for several months after he arrived. Sitting next to a knowledgeable employee was an incredibly effective educational experience.

Make coordination easy. Because all members of a team are within a few feet of one another, it is relatively easy to coordinate projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group describing what he has done in the last week. This gives everyone an easy way to track what everyone else is up to, making it much easier to monitor progress and synchronize work flow.

Eat your own dog food. Google workers use the company's tools intensively. The most obvious tool is the Web, with an internal Web page for virtually every project and every task. They are all indexed and available to project participants on an as-needed basis. We also make extensive use of other information-management tools, some of which are eventually rolled out as products. For example, one of the reasons for Gmail's success is that it was beta tested within the company for many months. The use of e-mail is critical within the organization, so Gmail had to be tuned to satisfy the needs of some of our most demanding customers—our knowledge workers.

Encourage creativity. Google engineers can spend up to 20 percent of their time on a project of their choice. There is, of course, an approval process and some oversight, but basically we want to allow creative people to be creative. One of our not-so-secret weapons is our ideas mailing list: a companywide suggestion box where people can post ideas ranging from parking procedures to the next killer app. The software allows for everyone to comment on and rate ideas, permitting the best ideas to percolate to the top.

Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the "many are smarter than the few," and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions

Don't be evil. Much has been written about Google's slogan, but we really try to live by it, particularly in the ranks of management. As in every organization, people are passionate about their views. But nobody throws chairs at Google, unlike management practices used at some other well-known technology companies. We foster to create an atmosphere of tolerance and respect, not a company full of yes men.

Data drive decisions. At Google, almost every decision is based on quantitative analysis. We've built systems to manage information, not only on the Internet at large, but also internally. We have dozens of analysts who plow through the data, analyze performance metrics and plot trends to keep us as up to date as possible. We have a raft of online "dashboards" for every business we work in that provide up-to-the-minute snapshots of where we are.

Communicate effectively. Every Friday we have an all-hands assembly with announcements, introductions and questions and answers. (Oh, yes, and some food and drink.) This allows management to stay in touch with what our knowledge workers are thinking and vice versa. Google has remarkably broad dissemination of information within the organization and remarkably few serious leaks. Contrary to what some might think, we believe it is the first fact that causes the second: a trusted work force is a loyal work force.


Of course, we're not the only company that follows these practices. Many of them are common around Silicon Valley. And we recognize that our management techniques have to evolve as the company grows. There are several problems that we (and other companies like us) face.

One is "techno arrogance." Engineers are competitive by nature and they have low tolerance for those who aren't as driven or as knowledgeable as they are. But almost all engineering projects are team projects; having a smart but inflexible person on a team can be deadly. If we see a recommendation that says "smartest person I've ever known" combined with "I wouldn't ever want to work with them again," we decline to make them an offer. One reason for extensive peer interviews is to make sure that teams are enthused about the new team member. Many of our best people are terrific role models in terms of team building, and we want to keep it that way.

A related problem is the not-invented-here syndrome. A good engineer is always convinced that he can build a better system than the existing ones, leading to the refrain "Don't buy it, build it." Well, they may be right, but we have to focus on those projects with the biggest payoff. Sometimes this means going outside the company for products and services.

Another issue that we will face in the coming years is the maturation of the company, the industry and our work force. We, along with other firms in this industry, are in a rapid growth stage now, but that won't go on forever. Some of our new workers are fresh out of college; others have families and extensive job experience. Their interests and needs are different. We need to provide benefits and a work environment that will be attractive to all ages.

A final issue is making sure that as Google grows, communication procedures keep pace with our increasing scale. The Friday meetings are great for the Mountain View team, but Google is now a global organization.

We have focused on managing creativity and innovation, but that's not the only thing that matters at Google. We also have to manage day-to-day operations, and it's not an easy task. We are building technology infrastructure that is dramatically larger, more complex and more demanding than anything that has been built in history. Those who plan, implement and maintain these systems, which are growing to meet a constantly rising set of demands, have to have strong incentives, too. At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development.

Schmidt is CEO of Google. Varian is a Berkeley professor and consultant with Google.
|| Pixelnerds, 6:03 AM || link || (0) comments |

Coolest doubt in Mahabharat

In some remote village of India, one masterji is teaching the MahabharatKatha to class 6 students. He is at the krishnajanma' part of it.

 
Masterji: "Kamsa heard the akashwani that his sister's 8th child is goingto kill him. He was furious. He ordered to put vasudev n devki behind thebars.

 
First son is born, and kamsa kills him by poisoning... Second one is born nkansa throws him off the mountain peak. Third one is born."

 
Now Timer, who is smartest of the lot, puts up his hand. Masterji, I have adoubt(sounding nervous n confused)
 

Masterji: "Timer bete, whole India does not have doubt in Mahabharata Thenhow come u have one?"
 

Timer: Masterji, if Kamsa knew that Devaki's 8th child was going to killhim,
 

WHY THE HELL DID HE PUT VASUDEV AND DEVAKI IN THE SAME CELL?

Masterji fainted.........................
|| Pixelnerds, 3:54 AM || link || (0) comments |

HOW STOCK MARKET WORKS



It was autumn, and the Red Indians on the remote reservation asked
their New Chief if the winter was going to be cold or mild. Since he
was a Red Indian chief in a modern society, he couldn't tell what the
weather was Going to be. Nevertheless, to be on the safe side, he
replied to his Tribe that the winter was indeed going to be cold and
that the members of the village should collect wood to be prepared.

But also being a practical leader, after several days he got an idea.

He Went to the phone booth, called the National Weather Service and
asked "Is the coming winter going to be cold?" "It looks like this
winter is Going to be quite cold indeed," the meteorologist at the
weather service Responded.

So the Chief went back to his people and told them to collect even
more Wood. A week later, he called the National Weather Service again.
"Is it Going to be a very cold winter?" "Yes," the man at National
Weather Service again replied, "It's definitely going to be a very
cold winter."
The Chief again went back to his people and ordered them to collect
Every scrap of wood they could find.

Two weeks later, he called the National Weather Service again. "Are
you Absolutely sure that the winter is going to be very cold?"
"Absolutely," The Man replied. "It's going to be one of the coldest
winters ever."

"How can you be so sure?" the Chief asked.

The weatherman replied, "The Red Indians are collecting wood like
Crazy."

This is how stock markets work!!!
|| Pixelnerds, 3:45 AM || link || (0) comments |

Wise quotes by wise people :-)))

"The internet is a great way to get on the net." - Bob Dole, Republican presidential candidate

"I get to go to lots of overseas places, like Canada." - Britney Spears, Pop Singer

"Most lies about blondes are false." - Cincinnati Times-Star, headline

"It's time for the human race to enter the solar system!" - Dan Quayle, former U.S. Vice President on the concept of a manned mission to Mars

"The doctors X-rayed my head and found nothing." - Dizzy Dean explaining how he felt after being hit on the head by a ball in the 1934 World Series.

"If it weren't for electricity we'd all be watching television by candlelight." - George Gobel

"He's a guy who gets up at six o'clock in the morning regardless of what time it is." - Lou Duva, veteran boxing trainer, on the Spartan training regime of heavyweight Andrew Golota.
|| Pixelnerds, 3:40 AM || link || (0) comments |

DILBERT

|| Pixelnerds, 3:31 AM || link || (0) comments |
|| Pixelnerds, 3:22 AM || link || (0) comments |

governance

As a daily habit Pintu was reading newspaper.

Suddenly he asked his father, "Dad! What does it mean by 'GovernanceSystem'? "

"It's Like...", father said while thinking, "See! I earn and bring money tohome, mean's I am a 'Money Holder'. Your mother decides where and how tospend that money and that means she is 'Government'. That maid in our homeis doing all the household works, so she will be 'Labour Class'. You are a'Common man' or 'Public'. Your kid brother is 'Future' or the 'NextGeneration', understand?"

That day Pintu slept with all those thoughts. In the middle of the night hewoke-up because his kid brother was crying. He wetted the matrices so hewas crying. Pintu went to woke-up his mother. She was in deep sleep so Pintuwent to the Maiden's room to wake her up. But there his father was doing allsorts of things with maid. So he came back with frustration.

Next morning father asked Pintu, "Hey Pintu Darling! You understood the'Governance System'? ".

Pintu replied, "Yeah Dad, I understood! When money Holder is exploitingLabor Class, our Government is sleeping. Future of our nation is crying fornot getting their basic needs fulfilled and in all this Common Man issuffering!"
|| Pixelnerds, 2:27 AM || link || (0) comments |

Height of Communication Gap


Mr.Verma comes home one night, and his wife throws her arms around his
neck:
          
"I have great news: I'm a month overdue. I think we're going to have a
baby!
          
The doctor gave me a test today, but until we find out for sure, we
can't tell anybody."

The next day, Mrs.Verma receives a telephone call from AEC (Ahmedabad
Electric Company) because the electricity bill has not been paid.

"Am I speaking to Mrs.Verma?"

"Yes...... speaking"

AEC guy, "You're a month overdue, you know!"

"How do YOU know?" stammers the young woman.

"Well, ma'am, it's in our files!" says the AEC guy .

"What are you saying? It's in your files ...... HOW ?????"

" Yes ............. We have a system of finding out who's overdue "

" GOD !!!!!!......... this is too much.........."

"Madam, I am sorry...... I am following orders.... I have to inform you
are overdue"

"I know that ....... let me talk to my husband about this tonight. ....he will speak to your company tomorrow "

That night, she tells her husband about the visit, and he, mad as a
bull, rushes to AEC office the next day morning.

"What's going on? You have it on file that my wife is a month overdue? What business is that of yours?" the husband shouts.

"Just calm down," says the lady at the reception at AEC, "it's nothing
serious. All you have to do is pay us."

"PAY you? and if I refuse?"

"Well, in that case, sir, we'd have no option but to cut yours off."

"And what would my wife do then?" the husband asks.
"I don't know. I guess she'd have to use a candle."
|| Pixelnerds, 2:22 AM || link || (0) comments |

letter to HSBC

To
The manager,
HSBC Limited. Card Products Division.
Mumbai.




My name is C.T. Karthikeyan and I am working with Aptech limited, Chennai. I am surrendering my credit card and I am attaching the same with this letter.

I received my card last month and I have not transacted even once with the card. The reason for the surrender is that I am not at all happy with the way I was serviced. Your agents contacted me for selling a credit card to me. Initially the executive told me that it will be lifetime free card and I am eligible for a gift of wristwatch. I told them that I needed an additional card in my wife’s name. The executive agreed and they took the documents and other details from me. But when your people called me for verification they informed me that this card would be a one-year free card and not lifetime free.

Last month when I received the package from you, it had only the primary card and there was no secondary card or a wristwatch. I immediately tried calling up the agents who sold the card to me, but there was no response. The agency name is Orion Services and the executives name is Priya, if I recollect correctly. I tried calling her mobile but it is not attended to. I am seriously dissatisfied with the way I was taken for a ride and certainly did not expect this from an organization the size of HSBC. This incident clearly proves that your agents have inadequate knowledge about your products and services and their only intention is to sell off a card at any cost with out any regard to customer satisfaction or happiness. I am expecting a reply from you in this regard or I will try my best to pass this bad experience of mine to all known people in my organization as well as my friends and strongly advice them against taking up a HSBC card.

You should seriously consider training your 24-hour telephone officers on how to take the call without being rude.

I am reachable at karthikct@gmail.com

Yours truly


           

|| Pixelnerds, 2:16 AM || link || (0) comments |

blogging from word

Hi

I am doing this post through word. This is a nice way of blogging. All you have to do is download the utility and install it in your system. You get a blogging toolbar inside word itself.


(image placeholder)
|| Pixelnerds, 2:09 AM || link || (0) comments |

Monday, December 12, 2005

project management proverbs 2

A project is one small step for the project sponsor, one giant leap for the project manager.

Good project management is not so much knowing what to do and when, as knowing what excuses to give and when.

If everything is going exactly to plan, something somewhere is going massively wrong.

Everyone asks for a strong project manager - when they get him they don't want him.

Overtime is a figment of the naïve project manager's imagination.

Quantitative project management is for predicting cost and schedule overruns well in advance.

Good project managers know when not to manage a project.

All project managers face problems on Monday mornings - good project managers are working on next Monday's problems.

Metrics are learned men's excuses.

For a project manager overruns are as certain as death and taxes.

If there were no problem people there'd be no need for people who solve problems.

Some projects finish on time in spite of project management best practices.

Good project managers admit mistakes: that's why you so rarely meet a good project manager.

Fast - cheap - good: you can have any two.

There is such a thing as an unrealistic timescale.

The more ridiculous the deadline the more money will be wasted trying to meet it.

The first 90% of a project takes 90% of the time the last 10% takes the other 90%.

The project would not have been started if the truth had been told about the cost and timescale.

To estimate a project, work out how long it would take one person to do it then multiply that by the number of people on the project.

Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea.

The most successful project managers have perfected the skill of being comfortable being uncomfortable.

You can build a reputation on what you're going to do.

When the weight of the project paperwork equals the weight of the project itself, the project can be considered complete.

If it happens once it's ignorance, if it happens twice it's neglect, if it happens three times it's policy.

Some things that don't count are counted, many things that count aren't counted.

If it wasn't for the 'last minute' nothing would get done.

Warning: dates in the calendar are closer than you think.

Furious activity does not necessarily equate to progress and is no substitute for understanding.

When you're up to your arse in alligators it's easy to forget you were there to drain the swamp.

There is no such thing as scope creep, only scope gallop.

Anything that can be changed will be changed until there is no time left to change anything.

If project content is allowed to change freely the rate of change will exceed the rate of progress.

Change is inevitable - except from vending machines.

If you have time to do it over again, you'll never get away with doing it right the first time.

If you can interpret project status data in several different ways, only the most painful interpretation will be correct.

A project gets a year late one day at a time.

A project ain't over until the fat cheque is cashed.

Powerful project managers don't solve problems, they get rid of them.

If you're 6 months late on a milestone due next week but nevertheless really believe you can make it, you're a project manager.

No project has ever finished on time, within budget, to requirement - yours won't be the first to.

Activity is not achievement.

The first myth of management is that it exists.

Managing IT people is like herding cats.

If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it.

A minute saved at the start is just as effective as one saved at the end.

Bad news does not improve with age and should be acted upon immediately.

People under pressure do not think faster.

If an IT project works the first time, it is wrong.

If you don't plan, it doesn't work. If you do plan, it doesn't work either. Why plan!

Planning without action is futile, action without planning is fatal.

The person who says it will take the longest and cost the most is the only one with a clue how to do the job.

Difficult projects are easy, impossible projects are difficult, miracles are a little trickier.

Planning is an unnatural process, doing something is much more fun.

The nice thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression.

No plan ever survived contact with the enemy.

Projects happen in two ways: a) Planned and then executed or b) Executed, stopped, planned and then executed.

It's not the hours that count, it's what you do in those hours.

The bitterness of poor quality lingers long after the sweetness of meeting the date is forgotten.

Good control reveals problems early - which only means you'll have longer to worry about them.

If there is anything to do, do it!

|| Pixelnerds, 12:21 AM || link || (0) comments |

project management proverbs

It takes one woman nine months to have a baby. It cannot be done in one month by impregnating nine women (although it is more fun trying).

The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times.

Any project can be estimated accurately (once it's completed).

The most valuable and least used WORD in a project manager's vocabulary is "NO".

The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know".

Nothing is impossible for the person who doesn't have to do it.

You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it.

At the heart of every large project is a small project trying to get out.

If you don't stand for something, you'll fall for anything.

The more desperate the situation the more optimistic the situatee.

If it looks like a duck, walks like a duck and quacks like a duck, it probably is a duck.

Too few people on a project can't solve the problems - too many create more problems than they solve.

A problem shared is a buck passed.

A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied.

A user will tell you anything you ask about, but nothing more.

A user is somebody who tells you what they want the day you give them what they asked for.

Of several possible interpretations of a communication, the least convenient is the correct one.

What you don't know hurts you.

The conditions attached to a promise are forgotten, only the promise is remembered.

There's never enough time to do it right first time but there's always enough time to go back and do it again.

I know that you believe that you understand what you think I said but I am not sure you realise that what you heard is not what I meant.

Estimators do it in groups - bottom up and top down.

Good estimators aren't modest: if it's huge they say so.

The sooner you begin coding the later you finish.

A verbal contract isn't worth the paper it's written on.

What is not on paper has not been said.

If you don’t know where you’re going, any road will take you there.

If you fail to plan you are planning to fail.

If you don't attack the risks, the risks will attack you.

A little risk management saves a lot of fan cleaning.

The sooner you get behind schedule, the more time you have to make it up.

A badly planned project will take three times longer than expected - a well planned project only twice as long as expected.

If you can keep your head while all about you are losing theirs, you haven't understood the plan.

When all's said and done a lot more is said than done.

If at first you don't succeed, remove all evidence you ever tried.

Never put off until tomorrow what you can put off until the day after.

Feather and down are padding - changes and contingencies will be real events.

There are no good project managers - only lucky ones.

The more you plan the luckier you get.

|| Pixelnerds, 12:19 AM || link || (1) comments |

sherlock holmes novels

http://www.bakerstreet221b.de/canon/
|| Pixelnerds, 12:06 AM || link || (0) comments |