Senin, 13 Mei 2013

[V858.Ebook] Free PDF Professional Practice: A Guide to Turning Designs into Buildings, by Paul Segal

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Professional Practice: A Guide to Turning Designs into Buildings, by Paul Segal

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Professional Practice: A Guide to Turning Designs into Buildings, by Paul Segal

What you need to know to protect your designs and get them built as you envision them; how to get and keep clients and become their trusted advisor and professional―every architect needs the answers in this concise, thorough, and readable guide.

  • Who are the parties in architecture, engineering, and construction?
  • How do you market architectural services (get the project)?
  • What are the basic project delivery methods?
  • What are the forms of owner/architect and owner/contractor agreements and what services do they cover?
  • How should you charge for your services?
  • How do you set up an office?
  • What insurance, legal, and accounting issues must you consider?
  • What is project management and who should do it?
  • What are zoning and building codes about?

  • Sales Rank: #111953 in Books
  • Brand: Segal, Paul
  • Published on: 2006-03-17
  • Original language: English
  • Number of items: 1
  • Dimensions: 5.90" h x .50" w x 9.00" l, .68 pounds
  • Binding: Paperback
  • 144 pages

Review
Paul Segal is one of the only architects I know who not only understands but truly loves both the aesthetic power of great architecture and the practical demands of the real world, and he has spent much of his career teaching younger architects that these things do not have to be incompatible. In this book, he explains clearly, concisely, and eloquently how architecture is not only an art and not only a business--how it has to be both. (Paul Goldberger, Architecture Critic and Dean, Parsons The New School for Design)

It is a pleasure to read a book in which the conscientious practice of architecture is accorded the respect it deserves. A precise and vivid account of the complex process by which buildings come to be designed and realized through the progressive interaction of clients, architects, contractors, and a wide range of technical and legal specialists, this is destined to be of equal pertinence to any of the protagonists commonly involved in the act of making buildings. (Kenneth Frampton, Ware Professor of Architecutre, Columbia University)

Professional Practice gives our changing industry exactly what it needs, a clear and concise road map to the design and building process. Paul Segal taps his many years as a successful practicing architect and educator to touch on just about every important challenge facing the profession, and yet leaves us with a healthy dose of new ideas and hope for the future. (Frank Sciame, President/CEO Sciame Construction and Development)

About the Author
Paul Segal, FAIA, is a partner in Paul Segal Associates Architects LLP, recipients of seventeen AIA awards for design excellence. A graduate of Princeton University School of Architecture, he has taught professional practice to generations of students at Columbia University Graduate School of Architecture, Planning and Preservation. He is a past president of the AIA/New York Chapter and of the New York Foundation for Architecture (now the Center for Architecture Foundation), and past vice chairman of the Preservation League of New York State.

Most helpful customer reviews

4 of 4 people found the following review helpful.
Pro Prac
By pantograph
This book written by Paul Segal is what he teaches from in his seminars on professional practice. The book is oriented towards Master of Architecture students, and is an attempt to prepare them for the realities of working in an office or running a firm. It is written very much as he speaks, with funny anecdotes and a casual style. Segal has many years of experience working and teaching, but is also current with new trends in the profession. The book covers things like contracts, fees, marketing, and insurance.

I found it helpful, and a much less dry read than other books on similar topics (a textbook that reads more like a conversation). The thing I like the most about this book is how he tries to explain how these concepts are relevant, and what the advantages and disadvantages of various business models are for the architect. It's not so interesting however, that I would bother reading this book if I wasn't wanting to become a licensed architect.

4 of 4 people found the following review helpful.
One of the best books I've read if you really want to build.
By Matthew
It tells you step by step what to do and who to talk to and the different engineers you'll need along with percentages on prices. Hands down a great guide to getting real project built.

1 of 1 people found the following review helpful.
I bought this as recommended reading for the Programming Planning and Practice division of ...
By momof4
I bought this as recommended reading for the Programming Planning and Practice division of the ARE, and I just finished reading it, and I would definitely recommend it for the PPP division as well as the con docs and sevices division and for anyone looking for a good book on programming and practice.

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Jumat, 10 Mei 2013

[C325.Ebook] PDF Download Introductory Oceanography (10th Edition)

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  • Sales Rank: #6614430 in Books
  • Binding: Hardcover

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[E287.Ebook] Ebook Sacred Solos for All Seasons: Medium High Voice (Alfred's Vocal Solo Collection)From Alfred Music

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Sacred Solos for All Seasons: Medium High Voice (Alfred's Vocal Solo Collection)From Alfred Music

This valuable collection for the church soloist is filled with 20 vocal solos arranged or composed by Jay Althouse. Includes solos for all seasons of the church year plus numerous Sundays throughout the year. It's all here, from Advent to Trinity Sunday, from Patriotic services to Communion. Includes useful "Seasonal and Topical Index."

  • Sales Rank: #890901 in Books
  • Brand: Alfred Music
  • Model: 00-21170
  • Published on: 2002-04-01
  • Original language: English
  • Number of items: 1
  • Dimensions: 11.75" h x 8.75" w x .25" l, .60 pounds
  • Binding: Paperback
  • 80 pages
Features
  • Used Book in Good Condition

Most helpful customer reviews

8 of 9 people found the following review helpful.
Amazing Bargain Collection!
By Marie K. Weir
This is an amazing collection for the intermediate beginner to beginning advanced student involved in church music. I LOVE this collection and wish Jay Althouse would add to this series with more books!! I have both for high & med/low. They are the same songs, but in keys suitable for all voice types. What I truly love is his index in the back suggesting songs for the different seasons in the church calendar. Perhaps useless to an Evangelical Christian, but what a teriffic resource for trained musicians who understand the church calendar and are called on the day before Sunday to sing!! The arrangements are usually pretty simple to play or the intermediate pianist. I love Althouse's arrangement of "Amazing Grace." I get requested to sing this all the time and love, love love it!! May Althouse produce more books of this type very soon and thanks to Amazong for carrying them!!

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Rabu, 01 Mei 2013

[P680.Ebook] PDF Ebook Post World War II Box Camera Photos From Guam, by Carolyn Wolfe

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This e-Book contains photographs taken by my father, James T. Donley, PFC, during the time he was stationed in Guam in 1946. James took his pictures with a box camera and made a make-shift darkroom in his barracks where he developed his pictures. Amazingly, he managed to hang on to these pictures for nearly 70 years. We hope you enjoy seeing these images from our family photo album.

  • Sales Rank: #1681233 in eBooks
  • Published on: 2015-09-01
  • Released on: 2015-09-01
  • Format: Kindle eBook

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1 of 1 people found the following review helpful.
Priceless
By Amazon Customer
I'm a native of Guam -- third generation Manley. Grandpa Manley was a member of the U S Marine Corps shortly after the U. S. acquired Guam from Spain after the Spanish American War. He remained on the island after his military service, served briefly as the first Superintendent of Public Education, married Grandma shortly thereafter. They had 13 children. When Guam fell to Imperial Japan in December 1941, he along with the rest of the non-Guamainans (civilian and military; ironically some of them were the clergy -- Spanish citizens) were sent to Japan as POWs. I am very pleased that you have shared these photos.

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Sabtu, 27 April 2013

[C167.Ebook] Ebook Govopoly in the 39th Day, by Ed Seykota

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Govopoly in the 39th Day, by Ed Seykota

Govopoly In the 39th Day By Ed Seykota

  • Sales Rank: #3174309 in Books
  • Published on: 2013
  • Binding: Hardcover

Most helpful customer reviews

9 of 13 people found the following review helpful.
Flawed Premise
By The Creature
Before getting into a critique of the premise of the book, I should say something about the content and format of the book. The book is physically very heavy and the paper is thick. The book feels "important". However, this initial impression is counteracted on every page which features a stock photo supposedly illustrating the point made by the few sentences on each page. The experience is akin to reading cartoons rather than a thoughtful analysis, but the sophistication of the language (or lack of it) of course has nothing to do with the truth of it. The writing itself is mostly on a grade school level so that it is comprehensible to virtually any reader. I guess the stock photos serve as an anchor for the text, but personally I found it fairly annoying and the photos come across as a whole lot of filler. If the book's price was south of $25 this would be less of an issue but at a price north of $100 it's irritating.

Govopoly's premise suffers from the same fallacy that every economic model does in that the economy cannot be reliably reduced to a simple model. Seykota seems to recognize this on one hand but then ignores it and presents a model that purports to demonstrate that the government and it's favored monopolies will inevitably grow while the private sector shrinks to nothing in an exponential fashion like duckweed growing on a pond. Although there are certainly many examples of this trend in both the US and the European Union, I think there are enough counter-examples to argue that the process is not inevitable. Two immediate examples that come to mind are Uber and AirBnb. Uber is taking on the entrenched government granted taxi monopolies. The proof that it is making headway is the price of a Medallion cab in NYC. After peaking at over a million dollars, last I looked a Medallion is now worth closer to $700,000. I attribute this decline to the introduction of competition through Uber. Uber is being met with stiff resistance (witness the recent riots in France and banning of Uber there), but a court in Canada just allowed it to compete. I don't think Uber can be held back forever and this is a good example of how a govopoly sponsored monopoly is being dismantled.

Likewise, AirBnb is challenging the entrenched hotel lobby,unions and local governments. Once again, in NYC, politicians, interest groups and the hotel industry are fighting back, but there continue to be thousands of AirBnb listings in NYC. It is virtually impossible to lock up thousands of AirBnb "criminals" and slowly but surely the service becomes more acceptable. Further, the Institute for Justice is a very successful group of attorneys that fight nonsensical government regulations established for the sole benefit of existing interests by fighting in court to legalize and/or not require ridiculous licenses for businesses like hair braiding, eyebrow plucking, food trucks, taxi regulations and they are fighting civil asset forfeiture among other govopoly practices. The Institute is winning cases and rolling back the govopoly tide.

Similarly, banks are giving way to peer to peer lenders that are creating new ways for small business and real estate investors to get funding and allowing individuals to consolidate their credit card debt and free themselves from the clutches of banks charging ultra-high interest rates.

If there's a common theme here it's that the internet is allowing citizens to do end runs around govopoly and personally I don't think the clock can be turned back. Perhaps instead of devoting the rest of his life to playing the banjo as he states he plans to do, Mr. Seykota should use some of the significant fortune he has been rumored to have made as a trader, to donate massively to the Institute for Justice. The march of govopoly is indeed overwhelming and at times seems irreversible, but there are several indisputable examples of the private sector and individual citizens resisting the tide and even turning it back. As such I think the basic premise of the book that the growth of govopoly is both exponential and inevitable may have been true pre-internet, but it's no longer the case.

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Peter Drucker on the Profession of Management (Harvard Business Review Book)

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Peter Drucker On the Profession of Management published between 1963 and 1995 - lessons for today and the future
By Peter de Toma sen.
“On the Profession of Management” is a collection of 13 articles published in the Harvard Business Review between 1963 and 1995.

Peter Drucker’s book “Managing in a Time of Great Change” published in 1995 starts with an interview with the Harvard Business Review conducted by T. George Harris: “Drucker’s most productive insights have often appeared first in the Harvard Business Review. He has written thirty HBR articles, more than any other contributor.”

In my review I am selecting some topics with special relevance for today and the future. All quotes are extracted from Drucker’s writing. My comments, where appropriate, are marked MC.

Chapter 1 The Theory of the Business (September-October 1994) …
What are the specifications of a valid theory of the business? There are four.
1. The assumptions about environment, mission, and core competencies must fit reality.
2. The assumptions in all three areas have to fit one another.
3. The theory of the business must be known and understood throughout the organization.
4. The theory of the business has to be tested constantly.

MC: today we call these efforts “business model generation”. Two of the best books in this category are: Blue Ocean Strategy by Kim & Mauborgne and Business Model Generation by Osterwalder & Pigneur.

Chapter 2 The Effective Decision (January-February 1967)
Effective executives do not make a great many decisions. They concentrate on what is important. … Unless a decision has ‘degenerated into work’, it is not a decision; it is at best a good intention. … Above all, effective executives know that decision-making has its own systematic process and its own clearly defined elements. The elements do not by themselves ‘make’ the decisions. Indeed, every decision is a risk-taking judgment. But unless these elements are the stepping-stones of the executive’s decision process, he will not arrive at a right, and certainly not at an effective decision. Therefore, in this article I shall describe the sequence of steps involved in the decision-making process. There are six.

1. The classification of the problem. Is it generic? Is it exceptional and unique? Or is it the first manifestation of a new genus for which a rule has yet to be developed?
2. The definition of the problem. What are we dealing with?
3. The specifications which the answer to the problem must satisfy. What are the ‘boundary conditions’?
4. The decision as to what is ‘right’, rather than what is acceptable, in order to meet the boundary conditions. What will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable?
5. The building into the decision of the action to carry it out. What does the action commitment have to be? Who has to know about it?
6. The feedback which tests the validity and effectiveness of the decision against the actual course of events. How is the decision being carried out? Are the assumptions on which it is based appropriate or obsolete? …

The effective executive knows that there are two different kinds of compromise. One is expressed in the old proverb: ‘Half a loaf is better than no bread.’ The other, in the story of the Judgment of Solomon, is clearly based on the realization that ‘half a baby is worse than no baby at all’.

Chapter 3 How to Make People Decisions (July-august 1985)

MC: Drucker compares George C. Marshall, the World War II army’s chief of staff with Alfred P. Sloan, Jr. who ran General Motors for forty years or so, and explains their staffing principles and decision steps. The United States came out of World War II with the largest corps of competent general officers any army has ever had. Marshall had personally chosen each man.
Sloan was concerned only with performance in and for GM. Nonetheless, his long-term performance in placing people in the right jobs was flawless.

Drucker knows exactly what he is writing about – see his excellent book “Concept of the Corporation” published in 1946 which is a study of the General Motors managerial organization from within. Alfred P. Sloan published his book My Years with General Motors in 1963 – recommended by Peter Drucker and Bill Gates: “I think Alfred Sloan’s My Years with General Motors is probably the best book to read if you want to read only one book about business.”

Drucker: In picking members of their cabinets, Franklin Roosevelt [US President 1933-1945] and Harry Truman [US President 1945-1953] said, in effect: “Never mind personal weaknesses. Tell me first what each of them can do.” Drucker concludes: It may not be coincidence that these two presidents had the strongest cabinets in the twentieth-century U.S. history.

Chapter 4 The Big Power of Little Ideas (May-June 1964) …
But, of course, the small company that does a good job of shaping the future today will not remain a “small business” very long. Every successful large business in existence was once- and often quite recently, as in the case of IBM or Xerox – a small business based on an idea of what the future should be. …
As a result, innovating businessmen a group have had a good deal more impact on society than historians realize.

MC: Alfred D. Chandler – “Strategy and Structure” published in 1962, “Visible Hand” published in 1977, “Scale and Scope” published in 1990 – and David S. Landes - “The Wealth and Poverty of Nations” published in 1990 – and Daniel A. Wren – “The History of Management Thought” first published in 1972 – are examples for excellent historians who closed this gap.

Chapter 7 The Information Executives Truly Need (January-February 1995) …
Ever since the new data processing tools first emerged 30 or 40 years ago, businesspeople have both overrated and underrated the importance of information in the organization. We – and I include myself – overrated the possibilities to the point where we talked on computer-generated “business models” that could make decisions and might even be able to run much of the business. But we also grossly underrated the new tools; we saw in them the means to do better what executives were already doing to manage their organizations.
Nobody talks of business models making economic decisions anymore. The greatest contribution of our date processing capacity so far has not even been to management. It has been to operations …

MC: now we are talking of and using “Smart Machines” (“Watson” won Jeopardy in 2011), “BIG DATA” (A Revolution that will transform how we live, work and think) and “big data@work”. Peter Drucker’s observations are still valid.

Chapter 10 What Business Can Learn from Nonprofits (July-August 1989)

MC: I recommend reading Drucker’s excellent book “Managing the Non-Profit Organization” published in 1990.

Chapter 11 The New Productivity Challenge (November-December 1991) …
Equally important is a related insight of the last few years: knowledge workers and service workers learn most when they teach. The best way to improve a start salesperson’s productivity is to ask her to present “the secret of my success” at the company sales convention. The best way for the surgeon to improve his performance is to give a talk about it at the county medical society. We often hear it said that in the information age, every enterprise has to become a learning institution. It must become a teaching institution as well.

MC: in my experience exchanging best practices and discuss specific real cases is one of the best ways to mutually teach and learn. However, many companies do not apply such practices and instead buy external trainers touting their stories and leave the audience without any long-lasting knowledge increase. Money spent is money gone out of the window.

Chapter 12 Management and the World’s Work (September-October 1988) …
How to create an adequate managerial knowledge base fast is the critical question in economic development today. It is also one for which we have no answer so far.

MC: Peter Drucker’s lessons for today and the future are one important knowledge base. Every business college and university should teach “Drucker” instead of considering them as “Drucker’s Lost Art of Management”. The book with the same title by Professor Maciariello is an excellent source for teaching “Drucker”.

Drucker refers to his 1976 book “The Unseen Revolution: How Pension Fund Socialism Came to America” … Socially this is the most positive development of the twentieth century because it resolves the “Social Question” that vexed the nineteenth century – the conflict between “capital” and “labor” – by merging the two. … In 1986, the last year for which we have figures, the pension funds of America’s employees owned more than 40 percent of U.S. companies’ equity capital and more than two-thirds of the equity capital of the 1,000 largest companies. … Thus, by the year 2000, pension funds will hold at least two-thirds of the share capital of all U.S. businesses except the smallest. Through their pension funds, U.S. employees will be the true owners of the country’s means of production. … Indeed, economically the “rich” have become irrelevant in developed countries, however much they dominate the society pages and titillate TV viewers.

MC: Thomas Picketty who wrote the best-selling book “The Capital in the Twenty-First Century” published in 2014 focusing on the “rich” has not mentioned Drucker anywhere. I assume he did not read Drucker, he should have done so.

Chapter 13 The Post-Capitalist Executive – An Interview with Peter F. Drucker by T. George Harris (May-June 1993) …
Peter F. Drucker: You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change. Management textbooks still talk mainly about managing subordinates. But you no longer evaluate an executive in terms of how many people report to him or her. …
Today perception is more important than analysis. In the new society of organizations, you need to be able to recognize patterns to see what is there rather than what you expect to see. You need the invaluable listener who says, “I hear us all trying to kill the new product to protect the old one.” …
To be information literate, you begin with learning what it is you need to know. Too much talk focuses on the technology, even worse on the speed of the gadget, always faster, faster. This kind of “Techie” fixation causes us to lose track of the fundamental nature of information in today’s organization. …
But just the other day, I heard a senior scholar seriously reject a younger colleague’s work because more than five people could understand what he’s doing. Literally.
We cannot afford such arrogance. Knowledge is power, which is why people who had it in the past often tried to make a secret of it. In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
That means you have to be intolerant of intellectual arrogance. And I mean intolerant. …
In the traditional organization – the organization of the last 100 years – the skeleton, or internal structure, was a combination of rank and power. In the emerging organization, it has to be mutual understanding and responsibility.

MC: these few excerpts of twelve pages are telling us a lot. First, leadership and management together are important for innovation and progress, leadership without management is what I call hot air, management without leadership is pure bureaucracy, without leadership and management we have chaos and disaster. Second, the whole interview is printed on 12 pages. We have to carefully study Drucker to extract what is important for today and the future instead of nodding when reading and forgetting it immediately.

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