I enjoyed this book because it was funny and interesting. This story comes complete with sword fights and jousting matches. Maybe Eddie should have taken flute lessons instead. If you want to find out why you will just have to read the book.
Ryan, age 8
My favorite character is Liza because she is very nice. Eddie thinks he is the best at everything but he is not. There is Melody,who is really bossy, and Howie,who is really good at science. If you read this book, it will be the best!
List price: $18.00 (that's 30% off!)
Harriet Klausner
List price: $11.55 (that's 20% off!)
After the boy found his dog, they went to find Mr.Signorelli. He had no family. So the boy asked if he would have Thankgiving dinner with him. He said, "Yes, I will have dinner with you." That is the end of the Case Of The Runaway Dog.
I like this book. It is fun. When you get in the middle of the book you will find out who the bad person is. This is exciting book because you have to figureout clues.
slightly dated now - but still the classic guide to design process.
My copy keeps getting stolen - going to have to buy a new copy.
Architects, confronted in the 1950s and 1960s with design efforts involving many designers and many stakeholders, were forced to study their methods to make them more open to scrutiny and input at all stages. By the time "Design Methods" was published in 1970, architects, engineers, and industrial designers had begun to raise their perspective to include a much larger picture, ranging from the designer's internal processes all the way to planetary conditions. As a society, we were re-designing design. Many of the design methods which Jones presents in his "recipe book" grew from this design group work. Even today, best practice for design teams is largely developed from methods described almost thirty years ago in this book.
From the Introduction:
"Jones first became involved with design methods while working as an industrial designer for a manufacturer of large electrical products in Britain in the 1950s. He was frustrated with the superficiality of industrial design at the time and had become involved with ergonomics. When the results of his ergonomic studies of user behavior were not utilized by the firm's designers, Jones set about studying the design process being used by the engineers. To his surprise, and to theirs, Jones' analysis showed that the engineers had no way of incorporating rationally arrived at data early on in the design process when it was most needed. Jones then set to work redesigning the engineer's design process itself so that intuition and rationality could co-exist, rather than one excluding the other."
This cooperation of multiple faculties seems to be a consistent thread throughout his work.
"Design Methods" is divided into two parts.
Part one gives a brief history of design, argues that new methods are needed for today's more complex realities, breaks down the design process into three stages, and shows us how to choose a design method for each stage. The 1992 edition has added several prefaces which are well worth reading. They help explain how to use the book.
Part two consists of descriptive outlines, or recipes, for 35 design methods. These methods include: logical, data gathering, innovative, taxonomic, and evaluative procedures. Reading part one gives you a grasp of the book. After that, the methods in part two are best read singly or a few at a time, as you would any recipe book.
* * * * *
Jones breaks design down into three stages: 1) Divergence, 2) Transformation, and 3) Convergence.
The divergence stage is ".. extending the boundary of a design situation .. to have a large enough, and fruitful enough, search space... The objectives, and the problem boundary, are unstable and tentative. Evaluation is deferred. Every effort is made to escape old assumptions, and absorb new data."
The territory of the problem is tested to discover limits, consequences, and paradoxes. The questions are: What is valuable? What is feasible? What is dangerous? Where are the dependencies between elements? What are the penalties for getting it wrong? Are the right questions being asked?
The transformation stage requires a shift of gears. The territory of the problem has been mapped. Operative words here are: eliminate, combine, simplify, transform, modify.
"This is the stage when objectives, brief, and problem boundaries are fixed, when critical variables are identified, when constraints are recognized, when opportunites are taken and when judgements are made. [It is] pattern-making, fun, flashes of insight, changes of set... Pattern-making .. is the creative act of turning a complicated problem into a simple one by .. deciding what to emphasize and what to overlook."
At the last stage, convergence, "the problem has been defined, the variables have been identified and the objectives have been agreed. The designer's aim ...[is to] reduce the secondary uncertainties progressively until only one of many possible alternative designs is left... Persistence and rigidity of mind is a virtue: flexibilty and vagueness are to be shunned."
Convergence can be done, as a programmer would say, from the top down or from the bottom up; or architecturally speaking, from the outside inward or inside outward. Often the best approach is to do both at once, and resolve differences as the two processes meet.
* * * * *
Design today is an increasingly social art, involving multiple designers, and multiple stakeholders as client/sponsor, suppliers, manufacturers, distributors, consumer/customer, and citizen groups and government agencies concerned with a shared environment, all get into the act. Individual design geniuses now must learn to communicate and negotiate effectively to succeed in the current enterprise environment.
Advances in the capabilites of engineers and engineering tools must be matched with advances in techniques for resolving a broader range of issues and demands, and more effective communication skills and design transformation skills among designers and design managers.
Computers will drive the role of humans in design to the earlier stages - divergence and transformation - of the design process where flexibility, intuition, and soft-focus attention are required. Knowledge base systems will take over the convergence stage, kicking the problem back to us only when discovered contradictions force re-evalution of design goals. The iteration of complete designs from a given design problem definition will become faster as our knowledge base improves and as computer power increases. As the speed of iteration increases, a threshold will be passed where qualitative changes in both design and designing will result.
"Design Methods" is a seminal book which was widely credited with stimulating fresh approaches to design thinking. It will continue to be recognised as a classic work, and a useful text kept handy by every drawing table, CAD system, and engineering manager's desk.
Wouldn't it be scary to have a skeleton sitting behind you that you thought was alive? You will find out that there are a lot of scary items that will make you scream.
This book is about four kids that try and save their school from an evil skeleton, At least they think it's evil, read this book and find out what happens.
I really like this book because of the action and the musical sounds. My favorite character is Liza. She comes up with a lot of great ideas that Eddie doesn't like.
I think the author wrote this book to teach kids that caring about their school is the right thing to do especialy when there is a toy skeleton involved.
The Bailey Kids are back in this 11th installment of their adventures. After first glimpsing a very tall, extremely skinny bald man carrying a long box through the cemetery, the Bailey kids are a bit surprised to find out that he's their new band teacher! More surprised to learn that he's got a skeleton named Claude in his classroom! Is this isn't creepy enough, the low, howling sound of the tuba is heard now and then, but no one-including Mr. Belgrave-knows how to play it! Could it be his skeleton?? Other weird occurances happen as well, Liza is almost certain she saw Claude the skeleton tap his foot in time to the music! Is she seeing things, or is the skeleton ALIVE?
This series goes back and forth between the just plain fun to the downright creepy. While "Leprachauns Don't Play Basketball" was a fun holidayish romp, "Skeletons Don't..." was outright spooky. While it isn't necessary to begin with book #1 and work your way through all of the books, you may find that it's an addictive, fun series and an easy read.
These Baily School Kids books are quite entertaining and still give me a few laughs. However these books are definitely getting more predictable and the plot lines are practically the same in all the books with just different monsters. I have been reading these books for 4 years and I still find them to be entertaining at times but I usually only read them if I have a lot of spare time. To sum it up: Still not a bad read for a cold dreary day!!! Especially would be good for little kids cause I think part of the reason I am not that interested in them anymore is because I am much older now!
According to Morison, Young Jones was highly ambitious and went to sea at age 13 "as a road to distinction." During the next 15 years, he learned well his trade and he also became an American patriot. At the beginning of the Revolutionary War, Morison writes that the American navy was "only a haphazard collection of converted merchant ships," and the Royal Navy was probably the most powerful in history. But General George Washington, according to Morison, "had a keen appreciation of the value and capabilities of sea power," and, in October 1775, Congress appointed a Naval Committee of Seven to manage the colonies' maritime affairs. In December 1775, seven months before the American colonies declared their independence from Great Britain, Jones accepted a commission as a lieutenant in the continental navy.
Although Morison is primarily interested in Jones's activities during the Revolutionary War, he makes a number of more generally cogent observations. For instance, the United States government was in a state of nearly constant impecuniousness and was able to afford to build only one of the largest class of naval vessels, a ship of the line, during the conflict. In Morison's view, this was the status of the war at the time of the battle off Flamborough Head in September 1779, which secured Jones's fame: "The War of Independence had reached a strategic deadlock, a situation that recurred in both World Wars of the twentieth century. Each party, unable to reach a decision by fleet action or pitched land battles, resorts to raids and haphazard, desultory operations which have no military effect." That deadlock continued, according to Morison, until 1781. Morison also writes that Britain took the position "since the United States were not a recognized government but a group of rebellious provinces,...American armed ships were no better than pirates."
Morison appears to be deeply impressed by Jones's technical competence: "One of Paul Jones's praiseworthy traits was his constant desire to improve his professional knowledge." That passion for self-improvement reached fruition September 1779 off the Yorkshire coast of east-central England when a squadron which Jones commanded from the Bonhomme Richard defeated the H.M.S. Serapis in a three and one-half hour battle during which those ships were locked in what Morison describes as a "deadly embrace." (Bonhomme Richard sank during the aftermath of the fierce fighting.) It was during this battle that Jones defiantly refused to surrender with the immortal phrase: "I have not yet begun to fight." According to Morison, "[c]asualties were heavy for an eighteenth-century naval battle. Jones estimated his loss at 150 killed and wounded out of a total of 322." Morison writes that Jones was at his "pinnacle of fame" in late 1779, and, when he visited France, which was allied with the U.S. during the Revolutionary War, in April 1780: He became the lion of Paris, honored by everyone from the King down." When Jones returned to the United States in 1781, however, he was unable to obtain what Morison describes as a "suitable command," and he never fought again under the American flag. In 1788 and 1789, as "Kontradmiral Pavel Ivanovich Jones" he swerved in the navy of Catherine II, "the Great," Empress of Russia. When he died in 1792, he was buried in France, but, in 1905, his body was returned to the United States and now rests in the chapel of the Naval Academy in Annapolis, Maryland.
Jones's nasty temper is frequently on display. Morison remarks on various occasions that his crews were "disobedient," "sullen," and "surly." Which was cause and which was effect is difficult to ascertain. Jones clearly was an overbearing commander, which may explain, though does not excuse, his crews' bad attitudes. On one occasion Jones had one of his officers "placed under arrest for insubordination [giving the officer] a chance to clear it up, and Jones was unwilling to admit his error." It is not prudent to compare events during war in the late 18th century to the peace and prosperity of our own time, but no reader of this book will be impressed by Jones's interpersonal skills.
Morison makes numerous references to "prize money," the curious, but apparently then-universal, practice of rewarding captains and their crews in cash for capturing enemy ships. The fact that Jones pursued prize money with vigor may raise additional doubts about his character, but I would guess Morison believed that Jones simply followed a custom which probably motivated many successful naval captains of his time.
Morison held the rank of admiral in the U.S. Navy during World War II. Although the degree of detail in his narrative is fascinating, I found some passages too technical, and I suspect some other lay readers may be baffled as well. (The book's charts and diagrams were, however, very helpful.) But that is a small price to pay for a wonderful biography of one of the most intriguing figures of the American Revolution.