Comment on: Reply to comment on `Perfect imaging without negative refraction'

Whether or not perfect imaging is obtained in the mirrored version of Maxwell's fisheye lens is debated in the comment/reply sequence [Blaikie-2010njp, Leonhardt-2010njp] discussing Leonhardt's original paper [Leonhardt-2009njp]. Here we show that causal solutions can be obtained without the need for an "active localized drain", contrary to the claims in [Leonhardt-2010njp].Comment: v2 (added MEEP ctl file), v3 (publisher statement

Four Poynting Theorems

The Poynting vector is an invaluable tool for analysing electromagnetic problems. However, even a rigorous stress-energy tensor approach can still leave us with the question: is it best defined as \Vec{E} \cross \Vec{H} or as \Vec{D} \cross \Vec{B}? Typical electromagnetic treatments provide yet another perspective: they regard \Vec{E} \cross \Vec{B} as the appropriate definition, because \Vec{E} and \Vec{B} are taken to be the fundamental electromagnetic fields. The astute reader will even notice the fourth possible combination of fields: i.e. \Vec{D} \cross \Vec{H}. Faced with this diverse selection, we have decided to treat each possible flux vector on its merits, deriving its associated energy continuity equation but applying minimal restrictions to the allowed host media. We then discuss each form, and how it represents the response of the medium. Finally, we derive a propagation equation for each flux vector using a directional fields approach; a useful result which enables further interpretation of each flux and its interaction with the medium.Comment: 8 pages. Updated slightly from EJP versio

Business Value Is not only Dollars - Results from Case Study Research on Agile Software Projects

Business value is a key concept in agile software development. This paper presents results of a case study on how business value and its creation is perceived in the context of agile projects. Our overall conclusion is that the project participants almost never use an explicit and structured approach to guide the value creation throughout the project. Still, the application of agile methods in the studied cases leads to satisfied clients. An interesting result of the study represents the fact that the agile process of many projects differs significantly from what is described in the agile practitioners’ books as best practices. The key implication for research and practice is that we have an incentive to pursue the study of value creation in agile projects and to complement it by providing guidelines for better client’s involvement, as well as by developing structured methods that will enhance the value-creation in a project