What is the role of technology in education? If we are going to use technology in meaningful and effective ways, then we need to shift our focus from the whatof the tools to the howand the why. Whatever technology you have, it can be integrated in a way that enhances teaching and learning. By taking an integrated approach to technology, you put student learning at the center as its purpose. Effective technology integration isn't about what you have, it's about how you use it. And how you use it depends on so much more than just curriculum, or just devices, or just pedagogy. It depends on having a purpose-based and student-centered approach to integrating all aspects of technology in learning. Sarah Gilmore and Katierose Deos outline six key elements-purpose, mindset, pedagogy, curriculum, resources and infrastructure, and leadership-that have an influence on the effectiveness of technology integration. Each chapter is clearly organized to focus on these elements in detail, presenting a vision for why they matter, how they connect, and how you can take steps to develop effective technology integration within your practice or your school. Integrating Technologyprovides practical ideas, advice, and examples that offer concrete support to help teachers and administrators plan for, scaffold, and use the technology they have for the benefit of student learning. There is no one-size-fits-all when it comes to technology integration. Wherever you are in the world and whatever your role is, you can harness the power of technology to make teaching and learning more meaningful, relevant, and effective. Let Integrating Technologybe your guide and start making effective technology integration a reality in your school community.

A complete theory of integration as it appears in geometric and physical problems must include integration over oriented r-dimensional domains in n-space; both the integrand and the domain may be variable. This is the primary subject matter of the present book, designed to bring out the underlying geometric and analytic ideas and to give clear and complete proofs of the basic theorems. Originally published in 1957. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

What’s the point of calculating definite integrals since you can’t possibly do them all? What makes doing the specific integrals in this book of value aren’t the specific answers we’ll obtain, but rather the methods we’ll use in obtaining those answers; methods you can use for evaluating the integrals you will encounter in the future. This book, now in its second edition, is written in a light-hearted manner for students who have completed the first year of college or high school AP calculus and have just a bit of exposure to the concept of a differential equation. Every result is fully derived. If you are fascinated by definite integrals, then this is a book for you. New material in the second edition includes 25 new challenge problems and solutions, 25 new worked examples, simplified derivations, and additional historical discussion.

For any software developer who has spent days in “integration hell,” cobbling together myriad software components, Continuous Integration: Improving Software Quality and Reducing Risk illustrates how to transform integration from a necessary evil into an everyday part of the development process. The key, as the authors show, is to integrate regularly and often using continuous integration (CI) practices and techniques. The authors first examine the concept of CI and its practices from the ground up and then move on to explore other effective processes performed by CI systems, such as database integration, testing, inspection, deployment, and feedback. Through more than forty CI-related practices using application examples in different languages, readers learn that CI leads to more rapid software development, produces deployable software at every step in the development lifecycle, and reduces the time between defect introduction and detection, saving time and lowering costs. With successful implementation of CI, developers reduce risks and repetitive manual processes, and teams receive better project visibility. The book covers How to make integration a “non-event” on your software development projects How to reduce the amount of repetitive processes you perform when building your software Practices and techniques for using CI effectively with your teams Reducing the risks of late defect discovery, low-quality software, lack of visibility, and lack of deployable software Assessments of different CI servers and related tools on the market The book’s companion Web site, www.integratebutton.com, provides updates and code examples.

Strategic Integration Edited by Howard Thomas and Don O’Neal University of Illinois, USA What a company might do; could do; wants to do; should do. These are the four elements of strategy which illustrate the integrative nature of strategic management. It quickly becomes apparent that the key to successful strategy is effective integration — of resources, competences, markets, opportunities, organizational structure, culture, environment, innovation, technology, processes, decisions and actions. There are four crucial areas of debate and these are covered in depth. They are:- Boards and Governance — suggests that no element of strategy is better positioned to influence strategy and its integration than senior management. Competition and Core Competences — examines their interdependence and relationship with successful strategy. Organizational Restructuring — discusses organizational types, IT and strategy, managing in a dynamic environment and measurement of strategic performance. Technology — demonstrates relationship between technological change and strategy, structure, culture, and competition; and the relationship between quality and strategy, and integrating technology and marketing strategies. Strategic Integration is concerned with building and maintaining bridges between theory and practice. On the research side it generates and tests theories related to business and management; and on the practitioner side it shows how to learn, understand, and apply tested theories in practice.

In the history of mathematics there are many situations in which cal- lations were performed incorrectly for important practical applications. Let us look at some examples, the history of computing the number ? began in Egypt and Babylon about 2000 years BC, since then many mathematicians have calculated ? (e. g. , Archimedes, Ptolemy, Vi` ete, etc. ). The ?rst formula for computing decimal digits of ? was disc- ered by J. Machin (in 1706), who was the ?rst to correctly compute 100 digits of ?. Then many people used his method, e. g. , W. Shanks calculated ? with 707 digits (within 15 years), although due to mistakes only the ?rst 527 were correct. For the next examples, we can mention the history of computing the ?ne-structure constant ? (that was ?rst discovered by A. Sommerfeld), and the mathematical tables, exact - lutions, and formulas, published in many mathematical textbooks, were not veri?ed rigorously [25]. These errors could have a large e?ect on results obtained by engineers. But sometimes, the solution of such problems required such techn- ogy that was not available at that time. In modern mathematics there exist computers that can perform various mathematical operations for which humans are incapable. Therefore the computers can be used to verify the results obtained by humans, to discovery new results, to - provetheresultsthatahumancanobtainwithoutanytechnology. With respectto our example of computing?, we can mention that recently (in 2002) Y. Kanada, Y. Ushiro, H. Kuroda, and M.