Paranoia game redesigned using open-source methodology
Grok Headline matches for Paranoia game redesigned using open-source methodology
Is Open Source An Advantage For Game
Developers?
Is Open Source An Advantage For Game
Developers?
09/01/2004 09:38 AMSekoya - Open source game development
Sekoya - Open source game development
12/14/2003 12:28 PMCVS is now enabled!
NOSI, the Nonprofit Open Source
Initiative, announces the release of its
new guide "Choosing and Using Open
Source Software: A Primer for
Nonprofits."
NOSI, the Nonprofit Open Source
Initiative, announces the release of its
new guide "Choosing and Using Open
Source Software: A Primer for
Nonprofits."
02/17/2004 11:57 PMAs per a recent post, I love to see (and hope to one day do it myself)
Open Source Software in Non-Profits. Seems http://www.nosi.net found
my post:
http://thelostolive.net/tlo/comments.php?id=1786_0_1_0_C
And commented the release of its new guide "Choosing and Using Open
Source Software: A Primer for Nonprofits." And now in their own words:
___snip____
--
From: Katrin Verclas
Email: steering (a) nosi.net
Hi, Kevin -
NOSI actually just released a new...
Open-source activist Bruce Perens joins
open-source defense group
Open-source activist Bruce Perens joins
open-source defense group
05/07/2004 04:33 PMA key leader in the open-source software movement has been appointed
to the board of Open Source Risk Management, which is defending the
legal standing of open-source software.
Do You Suffer from Open Source Phobia? -
six reasons you might relent and be
ready for an extreme makeover - OPEN
SOURCE - Magazine - Darwin Magazine
Do You Suffer from Open Source Phobia? -
six reasons you might relent and be
ready for an extreme makeover - OPEN
SOURCE - Magazine - Darwin Magazine
03/08/2004 11:20 PMhttp://www.darwinmag.com/read/030104/open.html
ASK A GROUP OF corporate IT leaders whether they'd rather stick their
arms into a box of tarantulas or allow open source software (OSS) on
their networks, and odds are most would start rolling up their
sleeves. Not to do any downloading, either.
Slashdot on Open Source Ideas and Open
Source Life
Slashdot on Open Source Ideas and Open
Source Life
06/23/2004 08:27 PM As Canada protects the patents on genes, Download Aborted wonders
whether the genetic code should be considered Open Source. It's
slashdotted here. And as atonement for saying something positive about
the people at Microsoft — man, you folks are rough! —
here's some slashdottism about the anti-Open Source think tanks that
Microsoft is funding. (But I still like the Microsofties I've met. So
there.)...
Open source opportunity, open source
risk
Open source opportunity, open source
risk
09/22/2004 10:44 AM
I've been traveling more than usual lately, and while on the road I've
been working my way through the
ITConversations audio
archive. It's full of gems, and one of them is Doug Kaye's
interview
with Philip Greenspun. While discussing the
ArsDigita flameout,
Greenspun offers insightful perspectives on the opportunity, and the
risk, of open source as a business model.
...Open source process for open source
development
Open source process for open source
development
04/05/2005 11:50 AM
Sun has given every possible indication that Open Solaris will be run as a true
open source project. The latest indication is the make-up of the board
of directors:
Casper Dik,
Roy Fielding,
Al Hopper,
Simon Phipps, and
Rich Teer.
(via Simon Phipps - congrats Simon!)
From open source to open services to
open information
From open source to open services to
open information
03/29/2005 12:00 PM
My
March
21 entry about upcoming.org turned out to be an odd juxtaposition
because, on the same day, a new events database called
EVDB was announced and shown at PC
Forum. It's due out shortly in public beta but I haven't seen it, so
for now I only know what you can also learn from reading, among
others:
Dan
Farber,
Ross
Mayfield,
Om Malik,
David
Weinberger, and
Paul
Kedrosky (whose recent archive is missing this morning, yikes).
The consensus seems to be that EVDB will be a Web-2.0-style,
Wiki-style, RSS-friendly, Flickr-and-del.icio.us-like thingy. Sounds
promising! I'll certainly check it out when it's public.
...Microsoft Depends On Shared Source, Dips
Toe In Open-Source Waters (TechWeb)
Microsoft Depends On Shared Source, Dips
Toe In Open-Source Waters (TechWeb)
04/08/2005 04:56 AMTechWeb - The software vendor will add to the 20 products it now
offers for source-code inspection under its Shared Source Initiative.
Microsoft releases source code to open
source community
Microsoft releases source code to open
source community
05/05/2004 04:06 AMAbout a month ago, Microsoft posted some of its source code to
SourceForge. SourceForge is a, if not the, major distribution point
for open source software. Microsoft's code was put there under the
terms of the Common Public License, which allows modification,
addition, redistribution - in short, it allows most of the rights and
privileges that we associate with open source software.
Open source process for closed source
development
Open source process for closed source
development
04/05/2005 11:50 AM IBM Adopts
Open Development Internally: "Following on the success of its
Eclipse open-source development platform, IBM has quietly been using a
form of open-source development internally to create technology the
company will sell commercially.
IBM calls its model Community Source, which it defines as a
collaborative, internal, open-source-style environment for developing
and testing new technology.
Danny Sabbah, vice president of strategy and technology for the IBM
Software Group, in Armonk, N.Y., said IBM is using its Community
Source model across 100 projects and 2,000 developers in the company.
These projects span the IBM Software Group, Systems Group, Research
and Global Services, he said."
Very interesting. I'd like to learn more about that. What parts of the
so called open source development process have they built into the
Community Source model? I've found that most developers have different
definitions of the open source development process (via
Ross
Gardler).
Advice to Microsoft: Open Source the
Leaked Source
Advice to Microsoft: Open Source the
Leaked Source
02/13/2004 02:37 PMWhat should Microsoft do, now that a chunk of its NT 4.0 and Windows
2000 source code have leaked onto the Web? Our guest columnist says
Microsoft should make lemonade out of lemons and just open source the
whole enchilada.
Open Standards - Open Source. The
Business, Legal & Technical Challenges
Ahead.
Open Standards - Open Source. The
Business, Legal & Technical Challenges
Ahead.
10/28/2003 11:06 PM
The meeting comprised four panels: Business, Technical, Legal,
and Social and Ethical, each of which featured an introduction of the
issues and follow-up with an interactive discussion between the
speakers and the audience. The aim was to capture and publish the
issues discussed in order to raise the industry awareness of the
benefits of Open Source.
Pingtel Breaks Open VoIP Monopolies With
New Open Source Business Model.
Pingtel Breaks Open VoIP Monopolies With
New Open Source Business Model.
02/18/2004 10:41 PMPi
ngtel Breaks Open VoIP Monopolies With New Open Source Business
Model. Interesting.
Open source hackers release open fixes
for MSFT vulnerabilityware
Open source hackers release open fixes
for MSFT vulnerabilityware
12/19/2003 11:45 AMMSFT's apparent incapacity for patching MSIE vulnerabilities hasn't
deterred open-source hackers, who have released a free software patch
for a well-known Explorer vulnerability.
Update: Andrew sez, "...it contains buffer overflow exploits that are wide open for hax0r5 to take
advantage of. In addition, it redirects weird URL requests to -it's
own website-."
Update: Yoz points out
that the patch has been patched.
Link
(via /.)
Open-Xchange Server 5 Blends
Proprietary, Open-Source Perks
Open-Xchange Server 5 Blends
Proprietary, Open-Source Perks
04/12/2005 08:07 PMAccessible through common Web browsers, the collaboration platform
lets users share e-mail, calendar, tasks, threaded discussions and
documents originating from both proprietary and open-source systems.
When Open Source doesn't open and source
doesn't matter
When Open Source doesn't open and source
doesn't matter
07/20/2004 11:14 AMOne frustration too many: time for a rant. When a bug in Mozilla
(keyboard focus is on the previously selected window) has remained
unfixed for at least 18 to 24 months, when XFree86 mouse interaction
with PS/2 or GPM remains hazardous and makes a system unusable and
that bug has been fobbed off to the kernel developers and not dealt
with for at least two years - when there are more examples like this
that make using Open Source software a pain, what do you do?
Are you one of the few people with the time and money and
expertise sufficient to delve into the source yourself to fix the
problem?
Do we have it "too good" and these niggles are, by comparison to
the rest of the world's computer users (Windows), absolute peanuts?
More Than Open Data at the 2004 O'Reilly
Open Source Convention
More Than Open Data at the 2004 O'Reilly
Open Source Convention
08/09/2004 12:52 AMWi-Fi Technology Forum Aug 9 2004 5:11AM GMT
Linux Sees Open Field for Open Source
(washingtonpost.com)
Linux Sees Open Field for Open Source
(washingtonpost.com)
08/03/2004 10:28 AMwashingtonpost.com - Plenty of tech experts have spent years trying to
convince the general public that the Linux operating system is
becoming more of a threat to Microsoft's Windows. With the LinuxWorld
conference underway this week in San Francisco, there is finally a
sure-fire sign that this may be the case: Microsoft won't be there.
Open source cracks publishing wide open
Open source cracks publishing wide open
06/17/2004 11:24 AMOnce upon a time, publishing was the domain of large corporations.
Then came desktop publishing and the tools to produce a book shrank
from the cost of an aircraft carrier to the price tag of a PT boat.
Now, small publishers on the bleeding edge of technology are fomenting
a revolution that may change the publishing market forever. Open
source publishing tools, long derided as not being ready for battle,
are proving themselves in the trenches of small publishing.
Why open distribution is the real
promise of open source
Why open distribution is the real
promise of open source
06/16/2004 11:32 AM The White Rabbit has beckoned us down the wrong rabbit hole. Much has
been made about the open source revolution, and with good reason. The
open source development model produces superior software. But, in my
estimation, the real promise of open source lies not in open source,
but rather in open distribution. Here's why ...
Why Microsoft Should Open Source the
Leaked Source
Why Microsoft Should Open Source the
Leaked Source
02/13/2004 02:37 PMANALYSIS: Redmond would be smart to make lemonade out of lemons by
releasing the rest of the Windows code and letting developers have at
it.
Open Arms for Open-Source News
Open Arms for Open-Source News
07/22/2004 06:17 AMA California newspaper is turning over the news to the people: If you
think it's news, it probably is to somebody, so write it up. By Daniel
Terdiman.
Open-Xchange Server goes open source
Open-Xchange Server goes open source
08/04/2004 09:46 AMLINUXWORLD -- Open-Xchange Server, the Microsoft Exchange Server
workalike, is being released under the GPL at the end of August.
Open-Xchange Server is the engine behind Novell/SUSE's Openexchange
Server, and is produced by Netline Internet Service. Netline CEO Frank
Hoberg will be in the Novell booth during most of the LinuxWorld
Conference & Expo, displaying what a company press release
describes as "the industry's top-selling Linux-based groupware,
collaboration, and messaging application."
Open source and visible source
Open source and visible source
06/08/2004 09:11 AM
Zope Corp.'s layered strategy of engagement with open source and
visible-source communities is a compelling blend of the strengths of
free and commercial software development. In two previous columns, Open
source citizenship and Giving
back to open source, I explored the tendency of enterprises to
fork open source projects rather than join them. Pedhazur suggests
that a commercial entity supporting both an open source base and a
visible-source layered product can reduce the need to fork. By
outsourcing code enhancements, the argument goes, an enterprise can
enjoy single-throat-to-choke control without seceding from a project's
community. It remains to be seen how broadly this model can apply, but
in cases where it does, what's not to like? [Full story at
InfoWorld.com]
In this
two-minute
clip, Zope Corp.'s Chairman Hadar Pedhazur describes the visible
source model as a middle-ground option between the few large open
source projects, whose direction an enterprise cannot easily
influence, and the many smaller ones that enterprises can influence,
but typically fork in order to do so.
...Microsoft open to open-source
Microsoft open to open-source
06/24/2004 08:17 AMOpen season on open source
Open season on open source
05/21/2004 01:07 AMMicrosoft open to open source
Microsoft open to open source
06/24/2004 12:49 PMMicrosoft Corp. says it is looking to turn over more of its programs
to open-source software developers, playing a greater role in a
process that the Redmond company has criticized strongly at times in
the past.
Money-makers like the company's Windows operating system and Office
productivity suite aren't on the table -- or anywhere near it.
But the company has so far released two software-development tools to
the open-source community, and it wants to continue the practice, a
Microsoft platform manager told an industry group this week.
Methodology
Methodology
11/14/2003 05:16 PMFrom an e-mail exchange last night: I think there's an important
relationship here: if content is the focus (as it should be),
usability means structuring that content appropriately. Structuring
that content appropriately means designing it properly, but you can't
design...
Advanced Fee Methodology
Advanced Fee Methodology
09/14/2004 12:50 PM
« Three smiths, three hammers, one bra. »
I've been thinking about enrolling in the University of Nigeria's
courses in economics lately since it seems to work pretty well for the
graduates. It made me wonder what such a business proposal would look
like if it came from Finland instead of Nigeria. Just think of what
advanced fee methodologies could do for Finnish enterprise!
URGENT AND CONFIDENTIAL
ATTN:PRESIDENT/CEO
REQUEST FOR URGENT BUSINESS PROPOSAL
My name is Väinämöinen from Kaleva and I am in dire need of
assistance. Your name and address from a mutual close friend who
indicated that you would be discreet and helpful.
My people have lost an item of unimaginable wealth to the Mistress
of the North, Louhi. The sampo, forged by my good friend the smith
Ilmarinen, is capable of producing unlimited amounts of salt, flour
and money for those who possess it. Ilmarinen was rewarded for his
creation with a wife as he was promised, but I have led many ill-fated
attempts to recoup the sampo from the evil Louhi and we need your
help.
The sampo is in a Pohjola safe deposit box but, alas, I cannot get
to it because of Louhi and my people are starving and dying of the
cold. If you can send us $150,000 to buy food and munitions with, we
will give you a 25% share the endless wealth of the sampo when we have
recovered it.
This is a totally risk-free proposal and the return on your
investment to save my people will be infinite wealth! Please treat
this matter as very urgent.
Best regards,
Väinämöinen
Game Review] Getting to the Source of
'Counter Strike'
Game Review] Getting to the Source of
'Counter Strike'
01/04/2005 06:46 AMHankooki Jan 4 2005 10:56AM GMT
WebSM - Web Survey Methodology
WebSM - Web Survey Methodology
04/17/2004 06:05 AMWebSM - Web Survey Methodologyhttp://www.websm.org/This
page is located at the Center for Methodology and Informatics at the
Faculty of Social Sciences , University of Ljubljana, Slovenia. The
core research team (Katja Lozar Manfreda, Zenel Batagelj, Ga?per
Koren, Vesna Dolni?ar), lead by dr. Vasja Vehovar, studied the Web
survey methodology for three years. They work on two Web surveys, the
national RIS (Research on Internet in Slovenia) project and the RINE
(Research on Internet in New Europe) project. They actively
participate at conferences, and their results are available on the
Web. This is listed in my April 2004 column
Survey Resources on the Internet.
More on Methodology: Finding Your Exit
More on Methodology: Finding Your Exit
12/18/2003 10:40 AMTheStreet.com Dec 18 2003 8:47AM ET
Disruptive Innovation: The Need for a
Better Methodology
Disruptive Innovation: The Need for a
Better Methodology
06/05/2005 11:12 PM
The
Innovator's Solution tells you what you need to do to cannibalize the
markets of incumbents and create entirely new markets, by focusing on
the needs of over-served customers and non-customers. But it's a lot
harder in practice than in theory, and it needs some unique skills and
hard-to-obtain knowledge.
[Posted from Orlando]
In
previous articles, I've summarized Clay Christensen's approach
to innovation (established companies focus on what he calls
'sustaining' innovations while new entrants focus on 'disruptive'
ones), and about the research approach that he suggests for
identifying and assessing innovation opportunities.
His second book, The
Innovator's Solution, looks
in greater detail at
disruptive innovation,
which he breaks into two types:
- Low End Disruptive
Innovation: This entails offering a
lower-cost product to existing
over-served customers, which incumbents don't care
about because they're at the low-margin end of their customer base;
then as
technology improves, the disruptor gradually eats into the incumbents'
primary markets from
below.
The classic example
of this is steel minimills, which initially focused on the low-end,
low-margin rebar market (which the integrated steel makers were
pleased to vacate), but then used new technology to move upscale to
the
point they have now stolen even the high-end market (sheet steel) from
the giants. To achieve this, it's essential that the innovation not be
suitable to or
adaptable by the incumbents -- that they don't find the disruptor's
initial business model attractive; otherwise, the incumbents will
bring
their considerable resources and strong customer relationships to bear
to make the innovation a 'sustaining' one for them, and ward off and defeat the
disruption attempt.
- New Market Disruptive
Innovation: This entails developing and offering a
product with benefits previously not
available at all or which are very inconvenient to customers, and
hence creating entirely new markets for entirely new groups of
customers. The
personal computer and personal copier are examples of this. In some
cases a New Market Disruptive Innovation can later be applied to
become
a Low End Disruptive Innovation as well.
The part of Innovator's
Solution that most intrigued me was the section on how
to identify potential disruptions and how to identify customers for
them. To identify potential disruptions, he suggests, you should
'segment' the market by
the circumstances
of use of the product or potential product
(i.e. what the product gets 'hired to do' or
what 'job it does' that needs to be done), rather than by customer
identity
(demographics) or product attributes (category). The focus is
therefore on when/why/how
it would it be used, not what
it would feature or who would
use it. This is a needs-driven
strategy, requiring a lot of
research & cultural anthropology. It means discovering who needs
'coolth', and when and how they need it, not who needs an air
conditioner.
This is hard for established, risk-averse, inflexible companies to do
because:
- they have a fear of too
much focus (putting all their eggs in one basket, in case it's the
wrong basket);
- their shareholders and existing line managers insist
on being able to quantify outcomes in
advance;
- their existing channels are organized by product
or customer demographic, not circumstances of use; and
- their
advertising and branding are
also done
by product or customer demographic.
Hence it is often best
to have the innovation in established companies done by a
new, autonomous division or group, free from the constraints,
prejudices, risk-aversion and 'why rock the boat' thinking of the
existing operations.
To identify customers for disruptive innovations, Christensen says you
need to look for:
- People and companies who have a need
but lack the money or skill to meet
it with existing products;
- People and companies who have no alternative way
today to do the job your product or service could help them do; and,
of course,
- People and companies who are over-served,
interested in a
lower-cost, simpler product without all the extraneous and rarely-used
bells and whistles of current products.
It's important that these potential customers perceive the product to
be 'foolproof': easy to use, easy to learn, easy to buy (though if the
product is for recreational use, customers may buy a product with a
steeper learning curve if the learning is fun).
Equally important is that there be available, and hungry, channel
partners (sources of supply, distributors,
retailers, marketers etc.) to help you get it to market -- if these
partners and their materials and skills are scarce, or disinterested
in
you, customers may give up on you before you're able to deliver
reliably.
The rest of the book provides suggestions on the right
roles for your company in developing the
innovation, how to partner with other appropriate companies to
optimize
competencies and synergy, how to find the
non-commodity, high profit points in the customer
value chain, the importance of setting up the right
people, process, values, alliances and
organizational structure for innovation, how to align your strategy to
support innovation (using an emergent,
complex system-friendly
strategy), and how to address financing and risk issues in innovation
ventures.
The final section addresses the role of senior management in
disruptive
innovation. Leaders, he says, must exercise three key
responsibilities:
(a) allocate appropriate,
patient resources; (b) establish a process to continuously generate
disruptive innovations; and (c) detect and adapt to changes in markets
and
other elements of the system. The four elements of a 'disruptive
growth
engine' therefore are:
- start before you need to
(don't wait for a crisis);
- put a senior manager in charge
(executive sponsorship is essential);
- create an expert
team of movers and shapers (and allow them to 'self-manage' the
people,
processes, and values to keep them in sync with the commercialization
process for disruptive innovations); and
- train the troops
(i.e. customer-facing people to discover and tap into emerging and
potential needs)
In these areas, Christensen is on comfortable and solid ground.
But I keep coming back in my thinking to how an organization can
actually apply his earlier
advice
on how to identify potential disruptive innovations and how to
identify
customers for them (and which comes first anyway?) It's a lot easier
in theory than it is in practice, as I can tell you from personal
experience.
Let's take the example of a company that has expertise in the textile
industry, for example. They have an established market in specialized
blankets, and some scientific expertise in weaving and in thermal
properties of materials. If they're threatened by new low-cost Asian
competitors in this mature market space, how would they go about
becoming a disruptive innovator? They wouldn't talk to existing
customers -- that's for sustaining
innovation not disruptive innovation. They wouldn't do competitive
analysis -- except perhaps if they could identify some over-served
customers. Other than raw imagination and a lot of serendipitous
reading and lateral thinking, it's hard to imagine how such a company,
even with a separate, empowered innovation team, could begin to
identify either the unmet needs within their competency to deliver, or
the customers that have these needs.
What Christensen needs to add is a whole process to surface these
needs
and customers. Who, other than established buyers of blankets, might
be
interested in textiles with thermal properties? Hospitals and doctors
dealing with hypothermia? Insulation companies? Gardeners and farmers
seeking to protect crops from frost? Swimming pool cover
manufacturers?
Expedition outfitters? And since good thermal properties also insulate
against heat, should we also consider cooler manufacturers,
refrigerators, umbrella makers, UV-ray protectors etc.? The
possibilities are endless. How do we effectively brainstorm and then
filter the potential customers and potential opportunities?
The answer, I think, is a discovery process, but one somewhat
different
and more dependent on brainstorming, creativity, very broad
environmental scanning, research, cultural anthropology and
exploratory
conversations than the one I have suggested<
/a> for achieving understanding in complex situations.
How, do you think, should such a discovery process be structured? If
it
were your job to develop the process to find new customers for new
products meeting new untapped needs, that are within your company's
competency to provide, how would you go about it?
This process just might be the holy grail of entrepreneurship.
|
Define, support PM methodology
Define, support PM methodology
12/30/2002 02:40 AMCNET Dec 30 2002 1:02AM ET
Wired News: Open Arms for Open-Source
News
Wired News: Open Arms for Open-Source
News
07/23/2004 03:07 AMturns content control to the people .. Open Arms for Open-Source
News
wired.com/news/culture/0,1284,64285,00.html
track this
site | 4 links
Open Game System
Open Game System
11/19/2003 12:30 AMProject Restart
Second source, not open source, is the
key
Second source, not open source, is the
key
06/16/2004 09:56 AMZDNet UK Jun 16 2004 2:16PM GMT
Grok Description matches for Paranoia game redesigned using open-source methodology
GrokA matches for Paranoia game redesigned using open-source methodology
Paranoia game redesigned using open-source methodology
