Sounds like a (rightly) sympathetic, interesting take on being a representative. Original source: Why We Get the Wrong Politicians by Isabel Hardman review – the travails of being an MP | Books | The Guardian

Sounds like a (rightly) sympathetic, interesting take on being a representative. Original source: Why We Get the Wrong Politicians by Isabel Hardman review – the travails of being an MP | Books | The Guardian

“For the six months ending April 30, 2018, SUSE saw revenues of $182.9 million, which represents continued growth of approximately 17 percent over the same period in the previous year. Adjusted EBITDA for that period was $56 million, nearly 23 percent year-over-year growth.” Original source: SUSE Builds Momentum with Innovative Open Source Offerings, Revenue Growth and Commitment to Enterprise Customers

“For the six months ending April 30, 2018, SUSE saw revenues of $182.9 million, which represents continued growth of approximately 17 percent over the same period in the previous year. Adjusted EBITDA for that period was $56 million, nearly 23 percent year-over-year growth.” Original source: SUSE Builds Momentum with Innovative Open Source Offerings, Revenue Growth and Commitment to Enterprise Customers

“It’s too soon to have a good sample size. But it seems to usually work. I think it works because there is nobody at Mr. Smith’s workplace – maybe nobody in the entire world – who cares whether Mr. Smith brings a chair into work. Somebody wrote up a procedure for employees using special chairs, so that they’re not the sort of cowboys who make decisions without procedures. Somebody else feels like they have to enforce it, so that they’re not the sort of rebel who flouts procedures.

“It’s too soon to have a good sample size. But it seems to usually work. I think it works because there is nobody at Mr. Smith’s workplace – maybe nobody in the entire world – who cares whether Mr. Smith brings a chair into work. Somebody wrote up a procedure for employees using special chairs, so that they’re not the sort of cowboys who make decisions without procedures. Somebody else feels like they have to enforce it, so that they’re not the sort of rebel who flouts procedures.

“CNCF has reason to be magnanimous beyond the Chocolate Factory prize money – cloud-oriented enterprise software is all the rage. According to CNCF stats published on Wednesday, production usage of CNCF projects has increased more than 200 per cent on average since December 2017 and evaluation – companies testing said code – has risen 372 per cent…. Among CNCF survey respondents – 2,400 IT-types mostly from the US and Europe – 40 per cent of those from enterprise companies (5,000+ employees) report running Kubernetes in production.

“CNCF has reason to be magnanimous beyond the Chocolate Factory prize money – cloud-oriented enterprise software is all the rage. According to CNCF stats published on Wednesday, production usage of CNCF projects has increased more than 200 per cent on average since December 2017 and evaluation – companies testing said code – has risen 372 per cent…. Among CNCF survey respondents – 2,400 IT-types mostly from the US and Europe – 40 per cent of those from enterprise companies (5,000+ employees) report running Kubernetes in production.

‘That discussion starts with a very concise and useful distinction between project management (the world the government knows) and product management (the world it doesn’t). Project management, they write, is “focused on managing to a plan” – such as managing schedule, budget, risk, policy compliance and then reporting status to stakeholders. “Success for a project manager is delivering a defined scope of work on-time and on-budget,” Johnston and O’Connor note. Product management, meanwhile, “is focused on delivering a product a user wants or needs.

‘That discussion starts with a very concise and useful distinction between project management (the world the government knows) and product management (the world it doesn’t). Project management, they write, is “focused on managing to a plan” – such as managing schedule, budget, risk, policy compliance and then reporting status to stakeholders. “Success for a project manager is delivering a defined scope of work on-time and on-budget,” Johnston and O’Connor note. Product management, meanwhile, “is focused on delivering a product a user wants or needs.