More Pages: Graham Page 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100


Perfect kid's book.
Perfect story for the child about to get a new sibling

Know the context
Great little book

A life changed by the power of God
Hit my heart and showed me the way home.

Where is Zach
A delightful interactive book!

Who Wants Arthur?
This is a very touching story that all of us can learn fromThere are many people who go through life doing the same sort of thing as Arthur, but unfortunately, many of them never realize that they only need to act naturally for others to accept them. I think that there is a lesson in this story that people of every age can learn.


A wonderful, moving and thought-provoking book.
One of those most enlightening books you'll ever read!

Brilliant Book for New LoversI would recommend this book for anyone who wants help on how to handle starting a new sexual relationship whether you have prior to now or never have before. It is an excellent book.
Another WinnerI thoroughly enjoyed this book, as I have all of Graham Masterton's books. He is an inspiration to anyone who wants to transform their love lives, and their relationships. He has been instrumental in doing this for me and my husband of 25 years. I cannot tell you how much his books have meant to us, it is like we are on a second honeymoon, and our relationship is brand new again. I owe it all to Graham's books, they are truly a work of art, I am anxiously awaiting a new book.


An Absolute Must-Have For Windmill EnthusiastsThis book covers the theory necessary to understand wind energy basics, and proceeds as a how-to manual on shaping a simple turbine out of wood. It then shows how to build a low speed alternator out of a brake drum. (There is another book by Hugh called "Brake Drum Windmill Handbook" which goes into more detail).
The challenge is building an electrical generating system that operates at the slow rotational speeds of a wind turbine (e.g. 300 - 500 RPM). Everybody wants to hook up an automobile alternator, but even if it is optimized for high output at an idle, it probably will not start producing power until it reaches 1800 RPM. (Typically the engine/alternator pulleys have a ratio of 3 or 3.5 to 1 and the engine idles @ 600 RPM).
A great little book.
Wind Power explained

First Ask: Are You Competing in the Right Game?1. Tracking output/outcome metrics that cannot be influenced or controlled
2. Gathering data that tells you what you already know
3. Gathering data for its own sake
NOTE: Brown and I apparently disagree about "data" which I consider a plural.
4. Relying heavily [too heavily] on customer satisfaction surveys
5. Executives focusing on detailed metrics
6. Measures that are not linked to the strategic plan
NOTE: Kaplan and Norton have much of great value to said about this in their most recent book, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
7. Failing to define Practical Correlations between [and among] key metrics
8. Reporting data that is difficult to read and analyze
9. "Superstitious" process metrics
10. Measures that drive the wrong performance
Brown explains how and why such "Mistakes" are made, how to correct them, and also how to avoid repeating them. For purposes of illustration, let's say your organization needs to improve performance in these three areas: Cycle Time, First Pass Yield, and On-Time Delivery. Although separate, they are also interdependent. Obviously there are problems which need to be solved. More often than not, a corrective action responds to symptoms rather than to root causes. We all know that many (most?) of those involved in any organizational process (regardless of nature and extent) fear change, resent what they perceive to be criticism of their performance, and will therefore resist (perhaps sabotage) efforts to transform the status quo. Hence the importance of formulating the correct metrics, applying them where they will generate the data needed, and -- meanwhile -- ensuring that the "score" kept is appropriate to whatever "game" is being played.
Essential for mature organizationsUnlike Kaplan's and Norton's seminal (and decade old) book, "The Balanced Scorecard", this book is short on theory and heavy on practical applications. This is not a criticism of "The Balanced Scorecard" - just recognition of the fact that in the ensuing decade since that book was first published there have been lesson's learned about what does and does not work. The author distills these lesson's learned into this slim, content-filled book.
What I like most is the author clearly links metrics to vision, mission and strategy. This is what a balanced scorecard is supposed to be about, but this is not always so in practice. He also sorts out the difference between basic business indicators and critical success factors, which is augmented by an outstanding discussion (throughout the book) on top measurement mistakes, and a liberal sprinkling of tips throughout the book.
Probably the most valuable parts of the book are Part 3, where step-by-step procedures are given to implement an *effective* scorecard, and the appendices which contain case studies drawn from real organizations and actual scorecards. The examples given are worth their weight in gold and elevate this book from the theoretical to realistic and practical. My highest recommendation and 5 solid stars.


Excellent job by the author, highly recommended.
Terrific Book for Web Managers