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I would recommend this only if you are beginning Koine Greek and need to work with basics or to possibly refine some vocabulary. However, once you have done that with this, which should only be up to a half year maybe, DITCH THIS BOOK!!! While it is a good interlinear, it will hinder your studies, and you should move on to just reading the plain Greek. The UBS edition has a dictionary in the back, so that is enough to help you get by with the little you would still need.
If you are new, buy this book. Get rid of it after 6 months. If you already are well into your Greek studies, don't bother, it will hurt more than it will help.

The printing quality in my edition was a bit variable - some pages darker than others, but no big deal.

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They were to use wooden boats made in Chicago Illinois. They would put in at Green River Station, Wyoming at the point where the recently completed transcontinental railroad had been celebrated. It was chosen because the [4] boats could easily be delivered by rail freight to Green River Station from Chicago. (...) This is a history and Edward Dolnick has done his best to use the notes and writings of Powell, Summer, Bradley and other of the expedition. Powell's book was written some years later but the crew wrote more personal and soon after the trip. They reveal some pain and misery that Powell in his enthusiasm for the mission - geology exploration of the earth including flora and fawna - avoids.
Dolnick has also told the tales of others who ventured on the Colorado River and who were reported in the press of that day. But, none had done what this mission did; namely go the distance without any real briefing and not any knowledge of these tales. On the river they were out of touch with all - alone. A person of ill repute reported after the first month that the party had been destroyed by the river and only he had survived. He was widely published in the press including his tale of how he got on the expedition. But, like story tellers he had dates wrong and Emma Powell, John Wesley's young wife read the stuff and informed the press that he couldn't be believed. They did more research and began retracting the articles. The good effect of this was that the Expedition got more press than they had had before they left. Of course the voyagers did not learn of this until many months later.
Dolnick has a couple of chapters about Powell's military service as an artillery officer in the Grants army at Shiloh. Here Powell lost an arm which comes in for some interesting comments during the voyage down the rivers. Emma is a heroic and fascinating wife of great personal support to Powell. One of the boats is named after her; Emma Dean.
Dolnick seeks to tell it as it went along, not to sum things in advance. So there is an air of adventure - what will happen next?
Sumner was of great value to Powell and all the men seem to have followed the decisions - there Army training is reference as an aid in this respect. But, some of the trappers didn't cotton to the order giving; still they did their part.
There is detail about the boats and equipment - built in Chicago - the best for the lakes - but not properly designed for the river. But sturdy. Still they lose one to the rapid while still in the three hundred mile stretch of the Green River. And, 1/3rd of the food and other supplies went down with that crash.
Powell is the focal person. He had the crazy idea and he had the energy to make it happen with little money and little backing and many persons of repute advising against the venture. It is a crazy thing to do given the level of experience and knowledge that was the foundation of this expedition effort.
BUT - the beauty and grandeur does grab your imagination and it did theirs too.
They often stopped to look, if they could stop, or linger if camped at a place of special interest to Powell. They took side walking trips. And the number of times they climbed to get a better view of the prospects of the river ahead were legion. YOU are presented with their wonderment and deep appreciation for the trip - that seems to have been its saving grace. For they were called upon to live with privation and the rain. I couldn't believe the number of times they had severe rain storms especially in Arizona. (...)
The author has placed a little map of the segment of the river they were about to enter at the beginning of each chapter. It helps keep you oriented. There is also a photo section which provides enrichment of the principals and some locations.
Now, the story itself builds to a natural climax that will begin to grab you midway through the venture. You will sense the feeling of eternal repetition of the river and its mad behavior. It becomes a kind of tormenter. When will they be through with the trip? The men become restive and short tempered. They do not all like each other all the time by any means. And, although Dolnick doesn't stress this he has to report what they write in their notes. And, there reflections of the trip. They are caught up in the reality that they volunteered and they are responsible for their own fate; yet they are in a very intimate situation which requires them to note the flaws of others - especially the leader. It is hard work and Powell expect them to do their job. Because he has only one arm there are many tasks he cannot perform, this becomes an aggravation too, but they all knew this in the beginning. Yet there is, as Dolnick tells the story, a need to be loyal to the mission and the needs of others; and so they have their experiences where great joy and satisfaction is express by the group after some tough experience. (...)
Because it is a history, not a novel, the author tells of the future lives of the men. He tells what he can based on




When Tamara takes on the case to find the murderer of her ex-husband's son, she knew that against her better judgement, it was something she had to do. After all, she too shares a son with this man even though he hasn't been much of a father to him. The only thing that I really didn't feel too comfortable with was how Tamara handled the fate of her son. I thought she should have shown more concern in the beginning about his welfare. As the book progresses, however, the motherly instincts kick in better. Tamara also shows us how hard it is for a Sista not to get clouded by her feminine desires when it's the right thing to do.
All in all, this is an engaging book with a strong ending. There are many characters flowing through this mystery. This creates motives and means for many so it concludes in a very unpredictable fashion which is exactly what you want in a good mystery.
Thanks Valerie for the Tamara Hayle series. This is the second one I read and I will definitely be reading them all!




Steve Hawkins





* Business value is threaded throughout every page - this book is written for both IS/IT people and business process owners. Both groups will have no problems understanding every chapter and neither group will get bored.
* The chapters on decision support and the primer on the underlying technology were particularly interesting to me because each are complex subjects and Ms. Dyche managed to present both in a concise manner without leaving out any detail.
* Implementation issues provided in chapter 6 should be required reading by every IS/IT professional and project manager before they are allowed within a mile of a data warehouse project. This chapter is filled with advice that could have only been accrued by surviving numerous tough projects and learning from them. It appears that Ms. Dyche did just that and one would be foolish to not read this chapter carefully.
* Case studies are real, go into a lot of depth and provide an array of insights and ideas. I recommend that all of them be thoroughly read - there is a lot to learn.
* Perils and Pitfalls cited in chapter 9 are brutally honest and hit home. The same for the "dirty little secrets", which expose some dumb practices by vendors, IS/IT and other players. Read and heed.
Other things that I personally liked about this book include questions to ask vendors (a list of questions for hardware, database, application, data mining and various tools vendors provided in Chapter 6), and the 5 questions your consultant should ask you (as a consultant I immediately incorporated this information).
This is a book for everyone, business and technical, and is written by someone who is obviously experienced and knowledgeable. It is also represents some of the wittiest, clearest writing I've encountered in a long time, which makes reading what could have been a dry tome a real pleasure. The book deserves a solid 5 stars and Jill Dyche deserves congratulations for writing when I consider to be the best book on information business value ever published.

She begins by explaining in simple, but not condescending terms, what a data warehouse is, its value to business, and key objectives of data warehousing. While I admired her ability to describe complex facts in clear terms, I especially enjoyed the list of trite data warehousing aphorisms. Mr. Dyche's style is to always provide balance. She comes across as passionate about every topic, but is equally quick to show the darker side of things. This she does throughout the book, and it is one reason why this technical book is such a page-turner.
The next chapter is a thorough discussion of decision support that covers the mechanics, and provides illustrative examples that transform concepts and theory into the practical and achievable.
Chapter 3 is devoted to the topics of data warehouses and database marketing. This is where Ms. Dyche skillfully ties together the business and technical aspects. She also provides the most complete explanation of what exactly customer relationship management it (the term is so bandied about these days that most people have no idea what it really means). This chapter provides excellent material for marketing and MBA types, and will hopefully provide IS/IT folks with ideas on how data warehousing initiatives support business processes. The case studies in this chapter reinforces key points of facts and discussion, and also showed the bridge that needs to be built between IS/IT and business process owners. I came away with this chapter feeling as though I had a mandate to build such a bridge.
The next chapter, 4, is a panoramic view of how various industries use data warehousing to their advantage. Ms. Dyche recommends that you read them all because you'll learn much by looking beyond the borders of your own industry segment, and I completely agree with her. I couldn't resist jumping to the telecom industry first, though, and was astonished at not only how well Ms. Dyche understood and articulated the issues, but in how well they were presented in 9 pages. She gave the same thorough and insightful treatment to retail, financial, transportation, government, health care, insurance and entertainment (although the page count varied from one industry to another).
Chapter 5 delves deeper into the technology and can be easily understood by IS/IT folks who may not be data warehouse experts, as well as business process owners who don't want to be experts, but may be interested in how the moving parts fit together.
Implementation and finding the right vendors are covered in the next two chapters. I had to smile when I read the accurate portrayal of "Good vs. Evil: A tale of Two Project Plans." This is required reading for every project manager who finds her- or himself managing a data warehouse project. Here Ms. Dyche takes a poorly developed project plan that is unfortunately representative of most and shows the flaws. She then shows what a good project plan looks like. Also pay close attention to what she has to say about qualifying and selecting vendors in chapter 7. Although she herself is a consultant who works for a small firm she is not the least bit reticent about providing a balanced view of the good and bad of consultants and vendors, as well as the relative strengths and weaknesses of large firms vs. small ones. Both honesty and humor come through here.
Because I have a "thing" for cost analysis and ROI I especially liked chapter 8 that covers the data warehouse business value proposition. Like every other chapter this was one the mark and insightful. However, the real insights (not to mention a touch of wit) come in chapter 9 - the perils and pitfalls. First she discards the tired list of pitfalls that have been circulating and comes up with a fresh set of "New Top 10" pitfalls, which hit home and impart more wisdom that you can imagine. She then segues into an expose of ten dirty little secrets, which are refreshing in their frankness and insight. Ms. Dyche really steps up to the plate here. Apparently she was on a roll when writing this chapter because she caps it off with a piece on the politics of data warehousing and eight signs of data warehouse sabotage. She ends with a chapter titled, "What to Do Now" that offers yet more advice and insight about how to proceed if you need a data warehouse or if you already have one.
This book is packed with facts wrapped in wit and sparkling prose. It contains advice and wisdom that would take years to accrue, and is usually jealously guarded by consultants and vendors. Yet the author, a consultant, freely dispenses this advice and wisdom, which makes this book so valuable. It earns far more than the 5 stars available and is strongly recommended.





Process and structure are increasingly important as VB rapidly moves into the backoffice of corporations and becomes the de facto development platform for more and more business critical applications. Couple this with the fact that the Microsoft-based technology landscape causes us to rethink our application domain on a daily basis and process and industry accepted approaches become an absolute necessity.
Mr. Reed outlines a pragmatic approach to using UML within a process (Synergy process) with VB development better than anyone else. The book covers UML techniques in the proper depth without making the reader muddle through pages of useless text. The example outlined in the book is solid and provides an understandable story anyone can follow and instantly apply to their own situation.
Mr. Reed's experience lends creditability to the concepts in the book and helps the reader understand how to apply these concepts. He distils the copious topics of UML and using a development process into a single book that would otherwise require the reader to work through several books in order to understand these topics.
Hopefully the next version will be in hardback in order to endure its years of use.

Developing Applications with Visual Basic and UML breaks ground in an area where I've seen no other book yet do a good job, applying UML to VB. UML is a complex design notation that works best with object oriented design and programming tools, but VB 6 is at best object-based. Reading most generic UML books requires, at the very least, an advanced degree in computer science, keeping it to the intellectual elite of the software world. The author has bridged this gap effectively, relating the various diagrams and tools in UML to VB applications, demonstrating how you can apply them to real applications. And relating terms and concepts in VB to those in UML is a big help as well.
This is a complex, in-depth book, and it would be easy to get lost in the conceptual discussions and sample project. But between the clearly marked process diagram used consistently throughout, goals and checkpoints that start and finish each chapter, and constant relating of new concepts to those covered before, the author helps the reader stay clearly focused on the big picture and which part is being discussed.
Rational Rose is used as the sample design tool throughout the book. This might annoy readers using other tools, but the Rose-specific discussions were light enough that you should be able learn the technique well enough to apply it with other tools. The author sometimes gets bogged down in a few too many step by step listings to accomplish a given task in VB. Anyone picking up this book had better have a pretty good feel for VB already, or will become quickly lost.
The one thing that mildly annoyed me is that the author introduces yet another design process methodology, his Synergy system. Synergy seems reasonable enough-I haven't yet given it a work out-but I'm not sure that the world needs another methodology.
I'm not sure that you could sit down, read this book, and emerge an effective design engineer for enterprise applications using VB. But if you have a good feel for what it takes to build robust applications, have some familiarity with software engineering concepts, and have struggled applying them to VB projects, the book provides an excellent bridge between VB and UML. Certainly the best I've seen so far, and applying the techniques are sure to improve your development projects.



Some of the stories are less than equal, as you find in any anthology. I'm not quite sure why Ribbon for Rosie, the story of 7 of 9's trip to the past, won the grand prize. It doesn't seem as we well written, but perhaps because it suffers from now being outside of canon because of STV episodes after '99, when the book was written. Similarly, the DS9 episodes are both pretty thick and difficult to get into- which is a shame, since DS9 has a lot of promise, such as stories about the completely unexplored Gamma quadrant, that was never explored in the series. And while it was nice to see Dr. Taylor again from TVH, the TOS episodes start the book off a bit slow. And Calculated Risk reminds me why Dr. Pulaski left the series, and why there aren't more stories about her.
But on the very positive side, I Am Klingon finally provides a possible answer to that nagging question- where did those foreheads come from? Rand even does am amazing job of tying in all the various episodes that have skirted around this issue, in TOS, TNG, and DS9, as well as providing one answer to what actually happened between Deanna and Worf. One story finally gets to that nagging question- if Wesley was studying with the Traveler in a Native American colony under the Cardassians, doesn't he then become a technical member of the Dominion, and if so, why isn't he helping in the war against the Dominion? And two excellent time travel stories get to some of those questions of, if there is a Department of Temporal Investigations, fixing temporal incursions, how come there are still temporal incursions that have never been fixed? Though the book as a whole isn't as highly rated, I'd definitely recommend it for these hints at possible paradoxi with Star Trek.
And then there are the stories that touched me emotionally. I Am Become Death is a haunting look at Data's life, pre-STN- one with that added twist that can make you cry. I personally very appreciated two STV stories: Touched, for it's etic anthropological look from the perspective of the other, and The Healing Arts, for stressing the importance of empathy, and interpathy, in healing. Reciprocity is TNG story about *very* long wormholes, that is filled with poignancy and a feeling that, truly, All Good Things...



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Well anyway, as I said this book is anyway a must read, but you have to read more. I found many good ideas and could broaden my understanding by reading "Customer Centered Products" by Ivy F. Hooks and Kristin A. Farry.

There are several references to "Quality Before Design", and this book extends those ideas into a very tangible process of requirements management. The authors were working with these ideas before the Rational system was developed, and the book ties together its approach with the Capability Maturity model and the Rational Unified process at the very end of the book.
The book is very clearly written, and organized to build upon earlier concepts and help the reader take the ideas from concept to practice.

This book is a logical, systematic, and thorough description of the current 'state of the art' for Requirements Management, defined as ''a systematic approach to eliciting, organizing, and documenting the requirements of the system, and a process that establishes and maintains agreement between the customer and the project team on the changing requirements of the system.'' It divides the discipline into six team skills, each with its own goals, concepts, and techniques.
- Analyzing the Problem: understanding the problem that needs to be solved.
- Understanding User Needs: eliciting requirements from Users and other Stakeholders.
- Defining the System: organizing and documenting the user's requirements.
- Managing Scope: keeping the workload under control.
- Refining the System Definition: converting the user's requirements to design inputs.
- Building the Right System: implementing, verifying, and validating the system.
Finally, the authors provide a four-page recipe for getting started in your organization.
This book is well worth buying.
However, once we acquire Greek vocabularies large enough to read New Testament, a Greek one - not this interlinear one- may be a better choice.