The Theory of Differential Equations: Classical and Qualitative
For over 300 years, differential equations have served as an essential tool for describing and analyzing problems in many scientific disciplines. This carefully-written textbook provides an introduction to many of the important topics associated with ordinary differential equations.
For much of the twentieth century, French intellectual life was dominated by theoreticians and historians of mentalite. Traditionally, the study of the mind and of its limits and capabilities was the domain of philosophy, however in the first decades of the twentieth century practitioners of the emergent human and social sciences were increasingly competing with philosophers in this field: ethnologists, sociologists, psychologists and historians of science were all claiming to study 'how people think'.
Using an easy-to-read conversational style and down-to-earth approach, this book follows a fictional training seminar given to six management professionals who are "trainees" in project management. In the seminar, the trainees work through two major projects and several others--each project highlighting and refining different issues that will make the managers better at controlling a complex process and in avoiding and eliminating unnecessary stress for the project, themselves, and their employees.
Well-known author Watts Humphrey offers keen insight into the special challenge of identifying, motivating, and organizing creative technical people, and the opportunities involved in managing these people. Written for project leaders and managers, Managing Technical People delivers advice on how best to deal with the particulars of leading talented, technically minded people through project cycles. Author explains his methods for becoming a better project leader, recognizing and recruiting talented people for the right job, and effectively managing those people through the software product cycle.
Even after the ruinous financial crisis of 2008, America is still beset by the depredations of an oligarchy that is now bigger, more profitable, and more resistant to regulation than ever. Anchored by six megabanks—Bank of America, JPMorgan Chase, Citigroup, Wells Fargo, Goldman Sachs, and Morgan Stanley—which together control assets amounting, astonishingly, to more than 60 percent of the country’s gross domestic product, these financial institutions (now more emphatically “too big to fail”) continue to hold the global economy hostage
