AVERTISSEMENT - ZONE EXPÉRIMENTALE

Picture
It is not the critic who counts; not the man who points out how the strong man stumbled or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs, and comes short again and again, because there is no effort without error and shortcoming; who does actually try to do the deed; who knows the great enthusiasm, the great devotion and spends himself in a worthy cause; who, at the worst, if he fails, at least fails while daring greatly.

Far better is it to dare mighty things, to win glorious triumphs even though checkered by failure, than to rank with those poor spirits who neither enjoy nor suffer much because they live in the gray twilight that knows neither victory nor defeat.

Remarks made by the fiery president of a past generation, Theodore Roosevelt

KEEP iT
SIMPLE
STUPID

PARETO principle

The Pareto principle can also refer to Pareto efficiency. The Pareto principle (also known as the 80-20 rule,[1] the law of the vital few, and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes.[2][3] Business management thinker Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed in 1906 that 80% of the land in Italy was owned by 20% of the population; he developed the principle by observing that 20% of the pea pods in his garden contained 80% of the peas.[3] It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of your clients." Mathematically, where something is shared among a sufficiently large set of participants, there must be a number k between 50 and 100 such that "k% is taken by (100 − k)% of the participants". The number k may vary from 50 (in the case of equal distribution, i.e. 100% of the population have equal shares) to nearly 100 (when a tiny number of participants account for almost all of the resource). There is nothing special about the number 80% mathematically, but many real systems have k somewhere around this region of intermediate imbalance in distribution.

The Pareto principle is only tangentially related to Pareto efficiency, which was also introduced by the same economist. Pareto developed both concepts in the context of the distribution of income and wealth among the population.
La loi de Murphy est un principe empirique énonçant que si quelque chose peut mal tourner, alors cette chose finira infailliblement par mal tourner. Sachant ceci, nous arrivons à éviter le pire! ;)

The age of features is dead;
Welcome to the age of User Experience.

KISS principle

KISS is an acronym for the design principle "Keep it simple, Stupid!",[1]. Other variations include "keep it short and simple"[2] or "keep it simple and straightforward".[3] The KISS principle states that simplicity should be a key goal in design, and that unnecessary complexity should be avoided.

Some propose that it should follow its own advice by dropping the redundant letter and be just KIS, "keep it simple".[4] Others believe that this final point is, in fact, essential.

Related concepts The acronym was first coined by Kelly Johnson, lead engineer at the LockheedSkunk WorksLockheed U-2 and SR-71 Blackbird spy planes, among many others).

While popular usage translates is as 'Keep it simple, stupid', Johnson translated it as 'Keep it simple stupid', and this reading is still used by many authors.[5] There was no implicit meaning that an engineer was stupid; just the opposite.

The principle is best exemplified by the story of Johnson handing a team of design engineers a handful of tools, with the challenge that the jet aircraft they were designing must be repairable by an average mechanic in the field under combat conditions with only these tools. Hence, the 'stupid' refers to the relationship between the way things break and the sophistication available to fix them.

The acronym is used by many in the United States Air Force

The principle most likely finds its origins in similar concepts, such as Occam's razor, and Albert Einstein's maxim that "everything should be made as simple as possible, but no simpler".[6]Leonardo Da Vinci's "Simplicity is the ultimate sophistication", or Antoine de Saint Exupéry's "It seems that perfection is reached not when there is nothing left to add, but when there is nothing left to take away".

(creators of the Colin Chapman, the founder of Lotus Cars, urged his designers to "Simplify, and add lightness".

Rube Goldberg's machines, intentionally overly-complex solutions to simple tasks or problems, are humorous examples of "non-KISS" solutions.

Instruction creep and function creep, two instances of creeping featuritis, are examples of failure to follow the KISS principle in software development.[1] Similarly, scope creep exemplifies failure to follow KISS in project management.

In film animation Master animator Richard Williams explains the KISS Principle in his book The Animator's Survival Kit, and Disney's Nine Old Men write about it in Disney Animation: The Illusion of Life, which is considered "the animation bible" by CG, traditional and stop motion animators. Inexperienced animators may "overanimate", or make their character move too much and do too much, such as carrying every accent over into body language, facial expression, and lipsync. Williams urges animators to "KISS".

 Je vous présente ma nièce et filleule Sabine.
C'est ce que j'appelle du multimédia interactif...

Pour un environnement de travail plus agréable dans les bureaux à aire ouverte

Picture
S'appuyant sur les résultats d'un vaste projet de recherche mené en collaboration, ce numéro fournit des directives sur la conception de bureaux à aire ouverte dans le but d'assurer un environnement de travail plus satisfaisant.

Le bureau à aire ouverte constitue en Amérique du Nord le lieu de travail le plus courant. Les gens qui travaillent dans ce genre d'environnement y passent la plus grande partie de leur temps, et force est de reconnaître qu'ils n'apprécient généralement pas l'expérience.

Les organismes devraient se préoccuper de cette constatation puisque les résultats des recherches pointent vers des liens sérieux entre l'environnement de travail et la satisfaction au travail ainsi qu'entre la satisfaction au travail et les résultats de l'entreprise. Par exemple, alors que l'on estime le coût de remplacement d'un employé entre 50 % et 150 % de son salaire annuel, on remarque qu'il existe une forte corrélation entre l'absence de satisfaction au travail et l'intention de quitter l'entreprise. Néanmoins, on observe dernièrement une tendance à réduire la taille des postes de travail, tendance motivée principalement par l'intention de diminuer les coûts immobiliers. Cependant, diminuer la taille des postes de travail sans pour autant repenser la conception globale des bureaux à aire ouverte risque de se traduire par une augmentation des problèmes d'environnement, tels que l'accroissement du bruit et la diminution de l'intimité.

Picture
tiré du site du conseil national de recherches Canada
ctu-n60_fra.pdf
File Size: 375 kb
File Type: pdf
Download File

LIEN VERS  LE DOCUMENT MULTIMÉDIA EN-LIGNE