How we build and deliver software will make a big difference to whether we successfully give our customers something they need. We'll look at several different methods, which can be implemented individually or combined, to help us deliver in a smarter way. In this blog, we explain the Agile Software Development with examples.
It moves the focus from documentation and other non-functional deliverables to what we're being paid for, software. The intention of the Agile value working with software over comprehensive documentation isn't to say documentation isn't needed; it's just about maintaining the right balance. We are, after all, a software product development team, not a documentation team.
To illustrate this, if we deliver technical design documentation to our client, it will probably make little sense to them. And unless they are technical, it won't give them any understanding of how their product is evolving. Working software, however, is tangible, much nearer to its final state, and will provide them with a real sense of progress.
We want to deliver increments of working software so that we build up the product as we go. If we do it smartly, parts of the product can be put to use before the rest becomes fully functional.
It emphasizes working software because it lets our client preview how things could be and gives them an opportunity to provide relevant feedback based on the real product.
However, with the right software delivery approach, we can reduce the risk of this happening. To do this, we have to think beyond just using iterations; we have to put some thought into how we slice up our product for delivery.
For instance, just completing part of the data layer of an application, without any implementation of the user interface elements that a user will interact with, doesn't deliver anything of real use for our business.
Without a technical understanding of how software is built, our customer will find it impossible to imagine how the software might look in its final state and will be unable to give any real feedback.
The sooner we can deliver usable software, the sooner we can get feedback on whether it is useful. This is what we mean by tightening feedback loops. Let's look at how to do this.
The easiest way to address the risk of people not knowing what they want until they see it is to deliver usable increments of working software to them as soon as possible.
A crucial aspect of this early-and-often approach is that we will get meaningful feedback that we can incorporate back into the ongoing build and delivery.
Using this approach to software delivery means that everyone, including our customer, has to understand the caveats. They won't be seeing or using software that is either necessarily complete or has the final polish applied.
In fact, they will see software as it evolves in both function and form. User experience, which includes user interactions, process flow, and graphic design, will also be iteratively applied as we learn more.
How we break down the requirements into small manageable chunks is the first step to achieving this. It's vital that we first deliver the parts of our product that we most want feedback about. These are often our core business processes, the things that directly or indirectly make us money, and therefore involve the most risk.
This method may seem sensible because by starting at the backend and developing the data store with its associated business logic, we are creating a foundation to build upon. However, it's somewhat of a construction industry analogy that doesn't apply to how we make software.
We include the User Interface layer so that we provide our client with some way of interacting with our software so that they can make real use of it. If we think of each vertical slice as a feature, we can carve up our features in a way that will make sense as we build out the product incrementally.
For instance, if we are building an online shop, the first vertical slice could be the display of items we have for sale. As well as showing items for sale, we'll probably need some way of managing their details. Again, we can build something rudimentary to start with and then incrementally deliver enhancements as required.
The next vertical slice could be either the checkout process or the search facility. Any of these features can be completed independently of each other, but it probably makes sense to build them in a particular order. For instance, without items for sale the search facility won't work, nor will the checkout process.
If we build up our feature set in a way that makes sense, we get valuable feedback from our customer that we're building the right thing. And as we deliver further increments of working software, they can use these to determine if the software we're developing will meet their needs.
We also get to validate our technical approach by asserting whether or not we're building the thing right. Once we have an end-to-end delivery taking place, we can start to iron out problems in our integration and deployment processes. We will also get to learn sooner how we will configure and manage our production environment.
When building any product, we take the Goldilocks approach—not developing too much, or too little, but getting it just right. This, in particular, should influence our decisions in terms of architecture and DevOps; we do just enough to get our current feature or feature slice working. Architecture and infrastructure have to be built incrementally too.
We'll talk more about how to prioritize features later in this blog, in the Build, Measure, Learn - Adopting Lean Startup and learning to validate ideas section.
These are all checkpoints for us to consider if new information has come to light since the last time we met and decided what to do.
Along with our Product Owner, our User Experience (UX) specialists are usually the first people to engage directly with our key stakeholders to determine what is wanted.
The job of our UX professionals is to help our team turn what our customer wants into something our customer needs. If the customer needs aren't obvious, a UXer has tools in their toolbox which can be used elicit further information.
UX covers all aspects of the user interface design. It can be broadly summed up as interaction design and graphic design with a smattering of psychology, but that is just the tip of the iceberg.
Although both roles overlap to a certain degree, user interaction design often concerns itself with user interactions and the process flow within the product. Graphic design concerns itself with the presentation, particularly information hierarchy, typography, and color.
A UX specialist has to have a good ear, patience, and be willing to go through multiple iterations to get feedback.
If we're to create software that is intuitive and straightforward to use, we have to start with the UX because it drives how we build the application.
Remember, it's not sufficient to just make software how we think it should work. Instead, we need to turn what the customer wants into something the customer needs.
Shifting left is the concept of incorporating specific practices, which have traditionally been left until late in the process, much earlier in our workflow.
System integration, testing, user experience, and deployment can all profoundly affect the outcome and success of our product; they all validate the product's viability in different ways.
If we start thinking about them sooner in our development lifecycle and we start to build these strategies as we go, we have a much better chance of success and of avoiding any nasty surprises.
By moving these practices towards the beginning of our product development life cycle, we will start to get feedback sooner that these aspects of our product will work.
Taking the "big bang" approach to system integration often uncovers many false assumptions that were made, and therefore many changes will be required. It will be costly, with days or even weeks of lost time.
A large-scale test at the end of the development cycle will often find numerous problems that need to be fixed. Sometimes it will discover fundamental issues that require substantial reworking or even going back to the drawing board.
In the same way, I've seen user interaction and graphic design left until the end of the development cycle. These specialists are often brought in late to the project, with the hope that they will make things work better or make things look nice.
Unfortunately, if making things work better or look nice involved significant changes to the user interface, it would also often require a substantial shift in the architecture of the application.
Simply put, by working on the things that could have a profound effect on the outcome of the product sooner, we reduce risk.
Defects in software are anything that doesn't work as intended or expected, whether it's a miscommunicated, misunderstood, or poorly implemented requirement, or a scalability or security issue.
We uncover defects by moving increments of working software through our system to "done" as quickly as possible. To do this, we have to incorporate all aspects of software development, often starting with UX, as well as testing and deployment strategies from the outset.
We don't expect to build all of these in full the first time around. Instead, we plan to do just enough so that we can move to the next increment and the next, iteratively improving as we go.
As well as shifting left, you may be wondering if there is such a thing as shifting right. Yes, there is; it's where we start to think in terms of maximizing the value delivered, and delivering that value to the client as soon as possible.
So far, we've looked at breaking work down into small chunks. We've also looked at how we can better inform the work that we carry out by shifting left the activities that we have traditionally neglected until the end of our development cycle.
Now we will apply some Lean thinking to see how we can improve the flow of work.
Make the work visible so that we can inspect and adapt.
Break down work into similar size units, to smooth flow and reduce the "waste of unevenness."
Limit our work in progress so that we focus on improving our end-to-end flow.
SETUP: This game is best played seated around a long table. Arrange the team around the table. Each team member should be easily able to pass coins to the next.
The batch size is 10. Give all 10 coins to the first player. They flip each coin one at a time until all 10 have been flipped and then pass the pile to the next player. The next player flips all the coins one at a time until all are flipped and then gives the pile of 10 to the next player.
And so on. Start the timer when the first coin of the first player is flipped. Stop the timer when the last coin of the last player is flipped. Record the time it took.
The batch size is split. Repeat, except give the coins to the first player in two batches, one of four and one of six. Flip the coins in the batch of four first. Once the four have been flipped; pass them on to the next player.
The next player then flips the stack of four coins one by one. Meanwhile, the first player flips all the coins in the bunch of six. Once they've flipped each coin, they pass the batch of six on to the second player.
Again, the timer starts when the first coin is flipped by the first player and stops when the last coin is flipped by the last player. Record the time it took.
The batch size is one. For the final round, pass all the coins to the first player. Once again, they flip each coin one at a time, except as soon as they've flipped one coin they pass it to the second player.
The second player can then flip the coin and pass it on to the third player. Again, the timer starts when the first coin is flipped by the first player and stops when the last player flips the last coin.
Play the game first, and then we'll discuss the possible outcomes in the results section.
So, how did we get on with the coin game activity? What did we observe?
During the first round with a batch of 10, we'll have noticed that nine people were sitting around doing nothing, while one person flipped coins.
During the second round, with the batches of four then six, we'll have observed that both batches were faster than the batch of 10. We'll also have seen that the batch of four moved faster than the batch of six. If the batch of six had been played first, it would have slowed the batch of four down to its pace.
After the third round, we'll have noticed that, as the batch size comes down, the time to complete the work speeds up quite dramatically. That's because the utilization of every person in the line increases as we reduce the batch size.
We've optimized the system for the coin game; now it's time to discuss the theory.
When we're part of a complex system, such as software development, it's easy to believe that doing more in each phase of the SDLC will lead to higher efficiency.
For instance, if we need to set up a test environment to system-integration-test a new feature, and this takes a while to make operational, we'll be inclined to increase the size of the batch of work to make up the time lost setting up the environment.
Once we start to batch work together, and because it's complicated and requires so much setup time, the thinking is that it won't do any harm to add a bit more to the batch, and so it begins to grow.
While this can lead to local efficiency, it becomes problematic when we discover an issue because any reworking will cause delays. And while this may only affect one particular part of the batch, we can't easily unbundle other items, so everything gets delayed until we fix the problem.
As we saw in the coin game, large batches take longer to get through our system. When a problem is discovered inside a batch, this will have a knock-on effect both up and downstream in the process. Reworking will be needed, so people back upstream will need to stop what they are doing and fix the problem.
Meanwhile, people downstream are sitting around twiddling their thumbs, waiting for something to do because the batch has been delayed for reworking.
Gated approaches with handovers cause a big-batch mentality because our local efficiency mindset makes us believe that doing everything in one phase will be more efficient than doing it incrementally. The reality is that doing everything perfectly the first time is just not possible.
In a complex system, when you optimize locally, you tend to de-optimize the system as a whole. Instead, we need to break our big batches of work down into smaller chunks and focus on end-to-end flow through our system, like in the coin game—the smaller batches of coins flow much more evenly.
There is, of course, a balance to be struck; we need to be realistic regarding what is possible. The smallest chunk possible is a discrete piece of functionality that can be delivered and from which we can gain feedback on its applicability. This feature, or slice of a feature, shouldn't be so large that a work item sits in progress for weeks, or months even.
Instead, break items down so that they deliver incremental value. The feedback we get increases in value as it travels down the delivery pipeline.
The more input that we gain, whether it's direct from our customer through a working software demonstration, through integration with other parts of our system, or actually deployed; the better our chances of success.
For example, why hold off deploying to the production environment until you have a critical mass? Instead, use feature flags to deploy, but keep the feature switched off in production until it's ready for release.
We can do this to get critical feedback about system integration and the final step of the deployment process at production time. Plus, with the right infrastructure tweaks to enable us to switch on certain features for a selective audience, we can test our new feature in production before we go live.
You'll notice that almost every single User Story is in play, which probably means that each member of our team is working on something different. This is often a symptom that our team isn't working together, but as individuals, within their specializations—user experience designer, graphic designer, developer, frontend developer, tester.
Each specialist will go through the tasks of a User Story to determine if there is some work they can do. Once they've moved through all stories on the board and consider their tasks "done," they then look at the Product Backlog to see if there is any further work that fits their specialty.
Handoffs: Handing work over between the specializations, in this case between the software developer and the reviewer or tester, is wasteful regarding knowledge and time lost during the transfer.
This also includes a transfer of responsibility where, like a game of software development tag, the last person who touches the software becomes responsible.
Interruptions: The team member will need to be pulled off what they're currently doing to fix any problems brought up by either testing or review. There will likely be several iterations of reviewing, testing, and bug fixing.
Waiting in queues: Queues of work start to form. For instance, all the coding is getting done super quickly because all of the developers are so busy coding.
So busy, in fact, none of them are stopping to review each other's code or fix any problems the testers have raised. This leaves each of those User Stories open, with a status of "in progress" on the board, when in fact nobody is working on them.
Multitasking: Despite all best intentions, the lack of synchronization between team members will cause people to be pulled from one task to another to perform handovers or reworking.
When a team works this way, if we lay out each task in sequence it will look a little like a production line, except instead of having just one production line, we have one for each User Story.
The previous person in the line believes they've completed their work and hands it over to the next person to do theirs; they then start the next User Story and open a new production line.
However, making software is not a linear process, and it won't be long before each team member is being pulled from one User Story to another.
Handoffs are especially apparent to the test role. They are often the last people in the process before deployment, and therefore the ones under the most pressure— pressure to get testing done and pressure not to find problems (or if they do, depending on how significant the problems are, to accept that they could be dealt with in another round and to let the software go out in a compromised form).
Thinking in terms of job specializations tends to put us into boxes. It makes us think that business analysts only gather requirements, software developers only write code, and testers only test it. This doesn't team thinking; this is individual thinking.
At worse, it causes an abdication of responsibility, where people only feel responsible for their part of the User Story, rather than the User Story as a whole. This approach is little more than a mini-waterfall. It still shares the same problems associated with cascading work, albeit on a smaller scale.
To accommodate "vertical slices" of useful software, we have to change our workflow. Each User Story becomes the whole team's responsibility. Remember, Scrum intends us to work together to get the ball across the line. The distinction between frontend, backend, UX designer, and tester starts to blur.
To focus on flow, we have to consider the system as a whole, from the point when we start to work on an item to the point where we deliver it. We look to optimize the end-to-end delivery of items in our flow through the close collaboration of our roles.
You might hear end-to-end flow also referred to as cycle time. The cycle time for a User Story starts when work begins on it, and is the number of days to completion, or "done."
Reduce work in progress limits to a minimum; allow the team to get a feel for flow over several items of work, then if necessary increase WIP gradually to see if it increases flow or decreases flow.
Don't set any WIP limits and watch what naturally happens; if a logjam starts to form, reduce the WIP limit for that particular column.
The aim of limiting WIP is to reduce the amount of multitasking any one team member has to do. As we've already mentioned in blog, Agile Software Delivery Methods and How They Fit the Manifesto, one definition of multitasking is "messing multiple things up at once."
This isn't just an approach we use for Kanban. We can apply this to Scrum as well, by merely applying a WIP limit in our in-progress column.
We can start to measure flow by annotating our User Stories with useful information. Apply the start date to mark when work began. Add the finish date when the job completes.
The number of working days between the start and end date is the cycle time of the story. At each Daily Scrum, if the story is in progress but isn't being worked on; mark the story card with a dot. This shows the wait time in days. By reducing delays, we will also increase flow.
Pairing: Two Development Team members work together on one User Story, taking it from end to end across to the board.
Swarming: A temporary burst of the whole team's power, used to get over humps. For instance, to move all the User Stories waiting to be tested, everyone rolls up their sleeves and starts testing. Once we've gotten over the hump, the team then tends to return to their standard configuration.
Mobbing: The whole team's power applied to one User Story at a time. Unlike swarming, the team tends to stay in mob configuration to see a piece of work through from start to end.
Some teams work in mobs permanently, giving them a WIP of one User Story at a time.
This is a move from optimizing our "resources" to optimizing our workflow, which at the end of the day achieves what we wanted—increasing the flow of value we deliver to our customer, which in our case is in the form of working software.
We first discussed Kaizen, Agile Software Delivery Methods and How They Fit the Manifesto. It is a Japanese word meaning "change for the better." It is commonly referenced as meaning "continuous improvement," and made famous through its incorporation in the Toyota Production System (TPS).
On the Toyota production lines, sometimes things go wrong. When they do, the station where the problem has occurred gets an allotted time to fix it. If they exceed the time buffer, there will be an impact on the rest of the production, and they will need to stop the entire line.
At this point, workers, including the managers, gather at the problem site to determine what seems to be the problem and what needs to be done to fix it.
All too often, when a problem occurs, we see the symptoms of the problem, and we try to fix it by fixing only the symptoms. More often than not, the cause of the problem goes deeper, and if we don't fix more than just the surface-level observations, it will occur again.
So, if the production line starts up again in this situation, it won't be long before the problem recurs and it needs to be shut down once more.
To solve this problem, Toyota introduced a Root Cause Analysis, which uses techniques for getting to the bottom of why something has happened.
I'll explain the simpler of these, Five Whys analysis, using a real-world example.
At my current place of work, we encourage our teams to take ownership of their deployments during production. This strategy doesn't come without risk, of course, and the teams do have a lot to learn in the DevOps space.
Fortunately, we have coaches who work explicitly in this area, helping us come up-to-speed. Even so, sometimes the teams can be overly cautious.
That is why we introduced the concept of Fail Cake, inspired by a ThoughtWorks team who did something similar; we could see that we needed to encourage the team to take strategic risks if they were going to advance their learning.
Here is the story of Fail Cake and learning fast.
Several of the teams I worked with identified specific circumstances which would trigger a Kaizen event (Continuous Improvement Meeting). These triggers included one particularly dire situation: releasing a priority-one bug to production.
If this happened, they would fix the problem immediately. Fortunately, they had a deployment strategy that meant they could usually quickly recover if they couldn't isolate the problem straight away.
While eating the cake, they'd perform a root cause analysis to determine what went wrong in their process and how they could prevent it ever happening again.
The purchase and eating of the cake were deliberate; it was intended to give the team space to reflect and also encourage others involved in the incident to attend and give feedback. As a result of following this process, they very rarely released any priority-one bugs into production.
Here's a real example of one of our teams reflecting on how to improve their process using the Five Whys method.
Why were the team increasing their batch size? Because the time dedicated to the weekly release train meant we might as well bundle more things together.
Why was the weekly release cycle so costly regarding time? Because there was a business-critical part of their system that was written by someone else and had no automated tests, so they had to test it manually.
Why didn't we write automation tests? We had tried, but certain parts of the code were resistant to having tests retro-fitted.
Why didn't we do something different from a full regression test? We had tried multiple different strategies, plus a recent increase in the number of teams meant they could spread the regression test out amongst the group and rotate turns. However, this had the effect of only spreading the pain, not mitigating it entirely.
Why didn't we try a replacement strategy? We could for certain parts of the system; in fact, we had come up with several plans to do so. But we couldn't do everything without making some changes to the existing code, and so it would still require regression testing. Plus, the weekly regression sapped our time and energy.
We would write an automation test suite for the parts of the application we could easily and reliably test. This would reduce the regression test effort. We would look at different strategies for manually regression-testing the rest so that we could find the optimal approach.
We would re-architect the system, designing it with the intention of making it automation-testable from the get-go. We would gradually move away from the existing architecture, replacing parts as we went, using Martin Fowler's Strangler Application pattern.
The Lean Startup method was devised based on the company start-up experiences of its author, Eric Rees. It aims to shorten product development times by using a hypothesis-driven incremental delivery approach, which is combined with validated learning.
In the following section, we'll provide a brief introduction to Lean Startup thinking and how this might apply generally, not just to organizations that are in their start-up phase.
The measurement: The metrics that will tell us if our outcome is taking us in the right direction, towards our business objective Using the hypothesis template, we then build out enough of a product feature set so that we can test out our theory.
This is usually done incrementally over a number of iterations. This first cut of our product is known as the Minimum Viable Product (MVP) and is the smallest possible feature set that makes sense for us to validate with real-world users.
To do this, we take a feature-driven approach, where we prioritize certain features over others and get them to a viable offering state as soon as possible.
Prioritization is carried out using a release planning strategy that targets our primary, secondary, and tertiary user groups. Our primary user groups are the key users of our software product, the people who will tell us if our business idea is worth pursuing.
So we'll build software which targets their needs first. This allows us to focus our efforts and target the most important aspects of our product.
We don't have to fully develop a feature to make it viable; we can target certain segments of our market first and test it out before we further enhance it. The aim is to create "light" features which, although limited in their functionality, will allow us to validate our ideas as quickly as possible.
Our validated learning comes into play as we start to measure the success of the experiment to determine if we're on the right track. We use actionable metrics; these are metrics that we've set up to help inform us of what business actions we should take when certain measurements are recorded.
To illustrate, if we're testing a feature that drives new membership sign-ups, we need to measure exactly how many new members signed up as a result of using our feature.
If the non-member to new-member conversion rate is above a certain percentage threshold of people who used our feature, then we can most likely say it's a success, and we can carry on enhancing it further.
Another example is when building a checkout process for our online shop; we are validating two key aspects of our product. Firstly, do our customers want to buy what we're selling? Secondly, do they trust us and our checkout process enough that they will complete a purchase?
We can test this out in a number of ways without building out the full product feature, providing we capture people's actions and their reactions to measure our success.
In the Lean Startup approach, this constant testing of our assumptions is known as the BUILD, MEASURE, LEARN cycle. A Lean Startup is a metrics-driven approach, so before we start building features, we need to think about how we are going to measure their success.
The trick is to use the MVP to learn what does and doesn't work. The measurements we take from the learning phase, and the insights that we generate from them, we then feed into the next increment.
If the measurements indicate we're moving in the right direction and adding value, we continue to build on our current ideas.
If the measurements indicate we're not moving in the right direction, then we assess what to do. If we determine that the experiment is no longer working, we have the option to pivot in a different direction and try out new ideas.
The aim is to build up the increments until we have a Minimum Marketable Product (MMP).
first, put together the hypothesis, and next create a release strategy which focuses the first release on the minimum core feature set that we need to validate our idea with.
We then build it and test it out with a user group that will give us constructive feedback. This group is often known as our "early adopter" group because they love using new technology, and if it solves a problem that they care about they won't be too concerned about the little "problems" an early product might have.


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Tinubu's Presidential Ambition A Huge Joke, He's Living In Cuckoo Land – Bode George
A chieftain of the Peoples Democratic Party (PDP), Bode George has slammed the National Leader of the All Progressives Congress (APC), Bola Tinubu over his 2023 presidential ambition.
KanyiDaily recalls that Tinubu had earlier revealed that he has informed President Muhammadu Buhari of his intention to contest in the forthcoming 2023 presidential election.
Reacting to the development during a chat with The PUNCH on Monday, Bode George described Tinubu's presidential ambition as a huge joke, alleging that the APC leader was responsible for mismanaging the resources of Lagos State.
Goerge said, "This so-called ambition must be a huge joke. The Presidency of Nigeria is not for characters like Bola Tinubu. Look at how he mismanaged the resources of Lagos State.
"It is surprising that he can even dream of becoming the President of Nigeria. He is living in cuckoo land."
READ: I Will Support Nigerian Youths Vying For Positions During APC Convention - Buhari
The former Deputy National Chairman of the PDP said Tinubu would be shocked by how things will go and how he will be double-crossed by those he is trusting.
George said the South-West had quality leaders who could produce the next President of Nigeria. He, however, said Tinubu was not one of them.
He said it would be an insult for the South-West, which is the most sophisticated region in the country, to settle for Tinubu.
George also said it was unfortunate that a hallowed ground like the Presidential Villa would be the location for Tinubu to declare his ambition.
KanyiDaily recalls that Bola Tinubu has given more insight into his 2023 presidential ambition, saying that he has the confidence and vision to govern Nigeria.
READ: CBN Removes ATM Maintenance Fee, Cuts Bank Charges And Others
I Will Cease To Be A Nigerian If Bola Tinubu Becomes President – Bode George
2023: Tinubu Will Declare His Presidential Ambition In January Next Year – Fashola
2023: Nigerians Want Me To Run For Presidency, I Won't Turn Down Their Calls – Tinubu
Tinubu Speaks On Presidential Ambition, Says He Has Vision To Make Nigeria Better
Related Topics:Bode GeorgeBola tinubuNewsNigeriaPoliticsPresidency
Tinubu's Presidential Ambition Is Dead On Arrival, It's The Turn Of Igbos – Ohanaeze

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KAYSHA WHITIS was booked on 4/12/2018 3:11:00 PM. WHITIS was arrested by KENTUCKY FISH & WILDLIFE in Winamac, Indiana. WHITIS was 19 years old at the time of the arrest.
KAYSHA WHITIS may not have been convicted of the charges or crimes listed and are presumed innocent until proven guilty. Please contact the KENTUCKY FISH & WILDLIFE for more information regarding arrest records.


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Q: Webpack Module Federation React Version issue in NextJS I have a react app that I need to run inside a NextJS host app and run on it's own.
In the NextJS example at https://github.com/module-federation/module-federation-examples/tree/master/nextjs-react there are notes that:

NOTE: If version: '0' is omitted, you'll encounter an issue where a copy of react will be downloaded from the remoteEntry.

NOTE: Another issue you may run into is an invalid hook call if you are federating a component that uses react hooks. This is directly related to multiple copies of react running at the same time. The above resolves this.

I have set up a remote app with ModuleFederationPlugin:
shared: {
  react: {
    singleton: true,
    requiredVersion: false,
    version: "0"
  },
  "react-dom": {
    singleton: true,
    requiredVersion: false,
    version: "0"
  }
}

This works when running inside a NextJS host. But when I run my federated app on its own, I get TypeError: n.n(...)(...).createContext is not a function. If I remove version: "0" then I get invalid hook call when run inside the NextJS host.
Is it possible to handle both cases, or have a fallback in case there is no react version present in shared scope?

A: I found that I had to add:
resolve: {
  alias: {
    react: path.resolve("./node_modules/react")
  }
}

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Dooley: Final vote and a look ahead
Pat Dooley @pat_dooley
Another college football season is behind us, the longest one ever after starting when it was hotter than ghost pepper soup and finishing up almost a full five months later in the coldest indoor stadium press box in America.
Who says we don't have seasons in the South?
The coronation of LSU was majestic and historical. The Bayou Bengals got in the way of what looked like it was going to be a classic final game rendering the fourth quarter uneventful enough to force those of us who had to stay up to start channel flipping.
As an Associated Press voter, I had to be up at the end of the game to send in my final ballot of the season and here's what it looked like:
1. LSU; 2. Clemson; 3. Ohio State; 4. Georgia; 5. Oklahoma.
I thought I was being bold by putting Georgia ahead of Oklahoma, a College Football Playoff team. It turns out I wasn't as critical of the Sooners as my colleagues.
Oklahoma dropped out of the top five and was replaced by Oregon in the final poll. LSU's penchant for blowout wins hurt the Sooners, but not the Bulldogs.
6. Florida; 7. Oregon; 8. Alabama; 9. Penn State; 10. Minnesota.
Florida-Oregon or Oregon-Florida. You could have gone either way. Oklahoma at No. 7 was a bit of a surprise.
11. Notre Dame; 12. Wisconsin; 13. Baylor; 14. Iowa; 15. Memphis.
Auburn finished 14th in the AP poll and Memphis was not in the top 15. Sometimes it's about your losses more than your wins. Auburn's losses were to four teams ranked in the top 10 and it had two top-10 wins according to the final AP Poll.
16. Appalachian State; 17. Auburn; 18. Cincinnati; 19. Texas A&M; 20. UCF.
I resisted on A&M and UCF in the last month of the regular season and probably gave too much weight to their bowl wins.
21. Michigan; 22. Utah; 23. Air Force; 24. Navy; 25; Florida Atlantic.
Maybe I was too harsh on Utah and Boise State, but I wasn't going to put Texas (No. 25 in the AP) in there with five losses.
Anyway, that's a wrap and we already are starting to look at next year and what the preseason poll will look like.
A lot can change between now and the middle of August, but one thing that is consistent about college football hacks is that we love to start out with rankings before we know for sure what every team will look like when the season begins in September.
Really, it's just a bookmark for what we think now. And here is what I think now (subject to change):
1. Clemson; 2. Alabama; 3. Ohio State; 4. LSU; 5. Oklahoma.
Yep, the same cast of characters. Everyone wants to talk about the end of the Alabama dynasty, but I think Nick Saban comes back with a vengeance. LSU is a bit of a mystery at quarterback and Oklahoma will try to do it again with another new quarterback.
6. Florida; 7. Georgia; 8. Penn State; 9. Notre Dame; 10. Oregon.
This is a big year for Florida with a favorable schedule and a roster that's easy to like. Dan Mullen talked about the jump from 10 wins to 11 being tougher than the jump from four wins to 10 and he's right. The jump from 11 to 12 wins is even more difficult.
11. Oklahoma State; 12. Iowa State; 13. Auburn; 14. Cincinnati; 15. Wisconsin.
Just a gut feeling on the Cowboys with Chuba Hubbard back. Auburn is a team that will be difficult to figure unless Bo Nix takes a massive leap.
16. Texas A&M; 17. Minnesota; 18. Baylor; 19. Iowa; 20. Michigan.
Two reasons to like A&M this year — the non-conference schedule is soft and the Aggies trade out Georgia for Vanderbilt.
21. Texas; 22. Arizona State; 23. Boise State; 24. UCF; 25. Florida State.
Mike Norvell won't turn around FSU right away, but he'll get the Seminoles headed in the right direction. Arizona State has a ton coming back.
There it is … for now. And one final salute to the 2019 season. The 2018 season was not great in terms of the usual great games, but this past season delivered.
OK, we had one dog semifinal game, but college football was spectacular again this season. The way it is supposed to be.
Contact Pat Dooley at 352-374-5053 or at pat.dooley@gvillesun.com. And follow at Twitter.com/Pat_Dooley.


High levels of nuclear heat-shock factor 1 (HSF1) are associated with poor prognosis in breast cancer.
A novel role of microRNA in late preconditioning: upregulation of endothelial nitric oxide synthase and heat shock protein 70.
Chaperone regulation of the heat shock protein response.
Celastrols as inducers of the heat shock response and cytoprotection.
Regulation of heat shock transcription factor 1 by stress-induced SUMO-1 modification.
Targeted disruption of heat shock transcription factor 1 abolishes thermotolerance and protection against heat-inducible apoptosis.
Repression of human heat shock factor 1 activity at control temperature by phosphorylation.
Multiple layers of regulation of human heat shock transcription factor 1.


Bad Gastein is a true jewel in the Salzburg holiday area for discerning guests, situated at an altitude of 1000 meters. It is an atmospheric town living in total harmony with beautiful natural surroundings. The area is a paradise for intermediate skiers who will certainly enjoy challenging, extensive slopes and real red runs. Many delightful wooden trails awaits all ski fans as well. What's more, Bad Gastein offers great spectrum of apres ski activities. Here you will certainly find a single holiday resort with a sensational selection of events and opportunities for a total relaxation. Sport and leisure are complemented by spa and wellness activities with the resort's world-famous thermal springs and mineral vapour galleries. Good, atmospheric restaurants and nigh-clubs make sure the Bad Gastein visitors are well-entertained.


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London • Eating Out
Lunch by Carousel
Introducing Ollie Templeton's simple yet effective new lunch menu at Marylebone's brilliant Carousel...
Alicja Jakeway • 5 March, 2019
Team We Heart are big fans of the family-run Carousel in London's Marylebone. The multipurpose venue is a restaurant, gallery, and event space — and the Templeton clan expertly executes each discipline. One of the only restaurants to open its kitchen to an rotating roster of international chefs, each month is never the same; with guest residencies from the likes of Rosie Birkett, Selin Kiazim and Oswaldo Oliva to name just three.
While the concept continues in the evenings, lunches have been up for debate for some time. Baker Street, off which the site is located, is a well-known affluent residential and business neighbourhood with plentiful eateries and take-away spots. How does a restaurant compete to offer great, speedy, interesting lunches to hungry time-strapped workers and residents at a reasonable price?
Carousel co-founder, head chef and YBF (Young British Foodie awards) finalist Ollie Templeton and his team are back in the kitchen, with a brand new lunch menu that ticks all those boxes and then some.
The new Carousel lunch menu offers a creative selection of small plates that look as delightful as they taste. Ollie loves contrast and simplicity, but also has an eye for plate aesthetics. While the dishes are inventive and exciting, less is definitely more. Seasons play a part, too, and vegetables are king on this uncomplicated menu. Referring to his dish of steamed onion, almond sauce and breadcrumb, Ollie said: 'I always find there is more complexity in flavour and texture in vegetables. We always wanted to focus on vegetable plates, and I find a lot of satisfaction in making a dish out of something like an onion; it kind of shows there is more to it than you might think.'
One of our other favourite dishes was the broad bean, wild garlic, and goat's curd 'tart'. Lovingly prepared the ingredients were delicate, fresh and enlivening. The 'tart', a thin and crunchy round of homemade cracker, texturally balanced the dish — and I liked how I could just pick it up to eat; although that's probably not how it was meant to be consumed.
The crab linguine was superb, and the churros were brilliantly light and puffy. What I like most about Ollie's cooking is the element of surprise. You never quite know what the dish will look, or even taste, like and the outcomes are pretty much always great ones. At an average price of £6 per dish (two were plenty for me, bar the churros, which I reluctantly shared), Ollie & Co. are on to a winner.
We were watered (the Sokol Blosser pinot gris 2014 was a nice touch), fed, and out the door within an hour feeling happy, refreshed and planning the next visit. Ollie tells me that the June menu will feature Isle of White tomatoes, potentially smoked eel, plus more exciting vegetables. As is the case with a chef in a constant flux of creativity, Templeton is still experimenting — which means you'll just have to go sample the menu for yourselves, and prepare to be surprised.
@carousel_LDN
Restaurants, Food & Drink, London, Marylebone
Paco heads out east, his taqueria's second outpost taking Mexican traditions to Melbourne's suburbs...
With style and presence, Little Beach House Barcelona fuses 1950s nostalgia with contemporary design and supreme hospitality...
Pink Big: Normann Copenhagen's reborn flagship store is a gargantuan voyage of design discovery...
31 days, hosts, photographers, and writers: the creatives who captured a new dawn in social veganism...
Back in January 2016 I was asked by the creator of 31Days to get involved in a semi-curated social culinary project. My challenge was to write about a one-off vegan supper at Carousel restaurant in London. Going meat-free for one single day was a...
Jun Tanaka talks us through his Ninth, as we sit down for an informal dose of reverential ingredients...
Nicely tucked away amid a wealth of bars and restaurants, and opposite a swanky five-star hotel, Jun Tanaka's first solo venture opened just six months ago in Fitzrovia. The Ninth (it's the ninth restaurant he's worked in, the first he's owned)...
Ollie Templeton talks kitchen merry-go-round, his revolving door restaurant going from strength to strength...
Carousel was opened in August 2014 by Chef Ollie Templeton, his brother Ed, and cousins Anna and Will Templeton. The Marylebone restaurant and creative hub is one of the only places in the capital that showcases constantly revolving culinary talent....
Foodie nomads Shuttlecock Inc announce shared London events base Carousel...
Never in one place for too long, foodie fanatics Shuttlecock Inc have settled on Marylebone as their base of operations for the next five years, opening the doors on shared events space Carousel. The three-storey venue isn't limited to food however...


Materials and Methods: The study was conducted with 180 patients who were categorized into disease stages in accordance with the Clinical Dementia Rating Scale (CDR) and 150 healthy individuals of the same age group. In our retrospective study, patients who showed more than one cognitive disorder and diagnosed with possible AD according to the diagnostic criteria of NINCDS-ADRDA (National Institute of Neurological and Communicative Disorders and Stroke-Alzheimer's Disease and Related Disorders Association) were administered CDR, Mini-Mental Test (MMSE), Geriatric Depression Rating Scale (GDRS), and the individuals in the control group were administered MMSE and GDRS. Venous blood samples for biochemical studies were collected after 12-14 hours of fasting in patient and control groups.
Results: In AD diagnosed patients, it was found that there was a statistically meaningful increase in age and duration of disease parallel with the progression of disease stages, and a decrease in UA and albumin levels in both males and females (p <0.05).
Conclusion: Our study supports the hypothesis that the decrease detected in serum UA levels in parallel with the progression of disease stages is directly related to the AD.
The detection of changes in easily accessible, low-cost parameters such as serum albumin and UA levels is very important for the detecting and taking measures against chronic and progressive diseases such as AD during the early stages, especially considering the limited preventive effects of the treatments that are administered following the AD diagnosis.


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Skip Navigation LinksNews > San Francisco To Ban Single-Use Water Bottles
San Francisco To Ban Single-Use Water Bottles
Containers With 21 Ounces Or Less Of Water
Mar 6, 2014 – by Counselor
Six years after banning single-use plastic bags, San Francisco is on the verge of prohibiting the sale of plastic water bottles at events held on city property. On Tuesday, the city's Board of Supervisors unanimously approved a measure that would ban the sale of single-use bottles containing 21 ounces or less of water. If signed into law – a move that appears likely – the ordinance would take effect on October 1, 2014, for indoor events and in 2016 for most outdoor events.
"In San Francisco, we've been leading the way in fighting for our environment," said Supervisor David Chiu, who wrote the water bottle legislation. "There are incredible, enormous environmental costs of plastic water bottles. It takes 1,000 years for a typical plastic water bottle to biodegrade."
While the ordinance would affect mobile vendors, like food trucks, there are exceptions in the legislation for certain groups and events. Exemptions would be granted to footraces, like marathons, and substantial nonprofits would have until 2018 to comply with the ban. It appears the ban does not include the San Francisco International Airport. Still, San Francisco-area distributors see the measure as a chance to sell more multi-use promotional water bottles to clients.
"This will lead to additional sales of promotional water bottles as residents and tourists alike will need some type of drinking receptacle," says Ryan Walsh, owner of San Francisco firm Slingshot Marketing (asi/328686). Adds Jonathan Stone, president of ADBP Specialty Advertising (asi/101190): "San Francisco was the first major city to ban plastic bags. I told my clients that this was an opportunity to get their name in front of their customers and be good corporate citizens. Many took advantage of the opportunity. I am viewing the water bottle ban to be another chance to create goodwill."
If the measure becomes law, San Francisco would be the largest city in the U.S. to ban single-use water bottles. The ordinance must still receive final approval by supervisors – something seen as a virtual certainly – before being sent to Mayor Ed Lee.


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Aug. 27, 2021: COVID-19: How to Verify Your Vaccination Status
Online, Centers for Disease Control, Local Health Provider: All Valid Proof
Redwood City – You got vaccinated against COVID-19.
You may have questions about how you can verify your vaccination status when you:
► Apply for a job
► Apply for school
► Travel in the United States
► Travel outside the United States
► Attend a festival, sporting event or other mass gathering
► Enter a restaurant, winery, brewery or bar
► Need to show proof of vaccination status to your employer or anyone else.
How to Obtain Copies of COVID-19 Vaccination Records
San Mateo County Health, like other providers in California, administers COVID-19 vaccinations on behalf of the state and follows guidelines from the California Department of Public Health.
All individuals who are vaccinated with a COVID-19 vaccine receive a paper vaccination record card.
There is no one shape or form to this document. It can be from the Centers for Disease Control and Prevention (CDC) or a local health-care provider, such as San Mateo County Health.
Vaccination record documents are valid from any entity that issues COVID-19 vaccine as access to the vaccine is regulated by the United States government. At its mass vaccination sites, San Mateo County Health, for instance, issued thousands of verification records on letter-size cardstock so that additional space was available for health and safety information.
The County Health document included the name of the person vaccinated, date of birth, the type of vaccine provided and lot number, the date the last dose was administered, and the site where it was administered.
The County of San Mateo used the reverse side of the sheet to provide information about what participants should expect after vaccination, what to do if they have an adverse reaction, and a reminder about their second appointment to complete the Pfizer or Moderna series.
Providing the vaccination and safety information on a single sheet reduced the chances of its being lost or ignored, since receiving the second dose of Pfizer or Moderna is essential to being fully vaccinated. This format is consistent with the standards established by the California Department of Public Health.
Participants in County Health's community vaccination clinics receive a 4.25" x 3.5" card.
Regardless of where you received the vaccination, here's how to obtain your vaccination records:
► Request your digital record at the state's My Vaccine Record portal or all COVID-19 vaccinations administered in California with State distributed vaccine and for vaccines administered as part of the federal pharmacies, dialysis center, and federally qualified health center programs. To get your Digital COVID-19 Vaccine Record, your mobile phone number or email address must be included with your record in the California Immunization Registry (CAIR). Make sure your provider has that information and submits it to the registry. If you aren't able to access your record, follow the troubleshooting tips.
► People vaccinated through a health care provider can also request copies of their records from the health care provider. Many providers have their own online systems or apps to display a vaccination record
► Individuals who received their vaccine at a federal facility (Department of Defense, Indian Health Services, or Veterans Affairs) will need to request a vaccine record from those facilities directly; the information is not submitted to or documented in California Immunization Registry (CAIR).
"We understand our community's concern about making sure they have the proper way to verify their vaccination status, especially now as more businesses and employers are requiring this information," said Srija Srinivasan, deputy chief of San Mateo County Health. "The surest and most effective way to verify vaccination status is to use the My Vaccination Record portal."
COVID-19 How to Verify Your Vaccination Status_0.pdf


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Robber sprays man with chemical to steal $5 from him in Manhattan building
By Robert Pozarycki
A robber struggles with a 59-year-old man and sprays him with a chemical inside an apartment building in Upper Manhattan on Feb. 6. (Photo courtesy of NYPD)
Cops are looking for the chemical-packing crook who sprayed a 59-year-old man while robbing him inside a Manhattan apartment building earlier this month.
The NYPD released on Feb. 23 video footage of the robbery, which occurred at 3:35 a.m. on Feb. 6 inside the location on West 184th Street between Broadway and Wadsworth Avenue in Hudson Heights.
According to law enforcement sources, the victim was heading to his apartment when the suspect approached. The thief then sprayed the victim with an unknown chemical — likely to be pepper spray or mace — and demanded money.
https://www.amny.com/wp-content/uploads/2020/02/FINAL-755-20-Robbery-34-Pct-1.mp4
The suspect and victim then engaged in a physical struggle, during which the perpetrator managed to remove $5 in cash from the man. He then fled the scene in an unknown direction.
Officers from the 34th Precinct and EMS responded to the incident. Paramedics treated the victim for irritation to his hands and face.
Additional video footage that police released Sunday shows the suspect heading down a stairwell. He's shown wearing a dark hooded jacket, blue jeans and white sneakers.
Anyone with information regarding his whereabouts can call Crime Stoppers at 800-577-TIPS (for Spanish, dial 888-57-PISTA). Tips may also be submitted online at nypdcrimestoppers.com, or on Twitter @NYPDTips. All calls and messages are kept confidential.
With fare hike stopped, transit advocates in Manhattan call for restoration of 24-hour subway service
Coalition to Protect Chinatown and the Lower East Side hold MLK day rally
NYC SHOOTINGS: Bronx dad charged after son shoots himself, East Village murder investigated
Daily Links: Residents Decry Lack of Vaccine Outreach in Brooklyn's Hardest Hit Neighborhoods


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Image: Oprah Winfrey Network
Welcome to Sweetie Pie's
Welcome to Sweetie Pie's is American Reality TV series. Produced by Pilgrim Studios. Stars: Charles Crenchaw, Zevi Wolmark, Monique. It debuted on Oct 15, 2011, on Oprah Winfrey Network. IMDb's user rating for the series is 5.8 *. Won the Image Award. Welcome to Sweetie Pie's is set in USA.
How Many Seasons Of Welcome to Sweetie Pie's Have There Been: 8 (101 episodes)
Oprah Winfrey Network
Season premieres on November 25, 2017
Returns: May 1, 2018
Oprah Winfrey Network, 14 episodes
2015, Oprah Winfrey Network, 8 episodes
2014, Oprah Winfrey Network, 14 episodes
Where Can I Watch Welcome to Sweetie Pie's Online
Welcome to Sweetie Pie's is not streaming or available to purchase online. Come back later to check if there's something new!
Find All Songs from Welcome to Sweetie Pie's
Welcome to Sweetie Pie's Show Time
Welcome to Sweetie Pie's is on Oprah Winfrey Network (United States) Saturdays at 6 pm
S8E14 (Cast Reunion: Spilling The Sweet Tea) - Air Date: Jun 09, 2018 (about a year ago)
An All-New Season of Welcome to Sweetie Pie's Kicks Off November 25 - Oprah.com - by Oprah
Download the Watch OWN app and access OWN anytime, anywhere. Watch full episodes and live stream OWN whenever and wherever you want. The Watch OWN app is free and available to you as part of your OWN subscription through a participating TV provider.
'Welcome to Sweetie Pie's' Miss Robbie and Tim Norman Get Real About Opening Your Own Restaurant Business - Essence.com - according to Essence
The Welcome To Sweetie Pie's reality series has long been a staple in must-see programming for the OWN network and with their seventh season currently underway, there's certainly been no shortage of memorable moments. Two of the show's stars recently stopped by the ESSENCE officers to dish out some keen advice about what it really takes to own and operate a restaurant, as reports show that more than half of new restaurants fail within the first year. Check out what helpful tips Sweetie Pie's owner Miss Robbie and her son Tim, had for new restaurant owners.
'Welcome to Sweetie Pie's' earns NAACP Image Award - St. Louis American - via Stlamerican
Montgomery, also known as "Miss Robbie," was in rare form as she waited for her car to drop her off at LAX so she could head home and get back to business at her three restaurants – which have been the backdrop for the OWN Network's hit television show Welcome to Sweetie Pie's.
'Welcome to Sweetie Pie's' airs its series finale Saturday - according to Stltoday
OWN president Erik Logan said in a statement: "For nearly seven years, our viewers have fallen in love and followed an incredible journey with Miss Robbie, Tim (Norman) and the whole family. It comes with immense gratitude and appreciation as we send off the series for its final season and make OWN history celebrating 100 memorable episodes."
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Have you tried every diet on the planet yet no matter how hard you try or how hard you work out you just can't seem to lose weight? Is that you? Then forget everything you've ever learned about losing weight. Substitute all that past thinking with five simple metabolic boosting tricks that will help you lose 1 pound a day and melt belly fat faster.
It's all about the speed of your metabolism. Your diet makes up 90 percent of your weight loss success while your workouts make up the final 10 percent. Not seeing results? It's time to turn up the heat in your body to rev up your metabolism, jump-starting your weight loss and busting through that weight loss plateau you've been stuck in.
Let's back up for a moment. You need to learn what your metabolism is and how it works. Just for the record, your metabolism isn't the enemy that it's made out to be. In fact, it's your best ally when it comes to losing weight.
Metabolism is the process where your body converts what you eat and drink and turns it into energy. That energy is either burned off or stored as fat. The number of calories your body uses to complete these functions is known as your metabolic rate. Your metabolic rate can be affected or slowed down by the following factors that make losing weight and melting fat almost impossible, even if you're living at the gym.
I can hear you moaning now, "I'll never be lean." There is more hope than you think and you have a lot more control over the speed of your metabolism than you realize. These five metabolic boosting strategies will make over your metabolism so fast you'll see and feel results the same day you start. They work every time no matter how old you are or how sluggish your metabolism is.
Note: You probably already know that being female (this affects men too) and over 40 means your metabolism is slowing down every year. It takes a significant step backwards every 5 years due to muscle loss, hormones. Our thyroids begin to get tired and slow down as well. When combined with life issues, chronic exhaustion, stress and all of the diet research you've done in your lifetime, it creates the perfect storm for weight gain. This makes it seemingly impossible to lose an ounce let alone melt belly fat.
This sets up a fat-burning atmosphere in your body and allows it to detoxify each night. This is not only great for persuading your body to use stored fat for fuel, but also for anti-aging. You should eat between the hours of 8 a.m. and 7 p.m. for best results.
To get the best bang for your buck, metabolic exercise should be completed first thing in the morning, and on an empty stomach.
Your body is naturally primed for fat-burning the first thing in the morning. This escalates weight loss and makes it easier to melt fat off. Metabolic exercise is more effective when free weights are used. They work the entire body and contain 10–12 multi-joint exercises.
For maximum fat loss results complete 2–3 sets of each exercise in the metabolic circuit in super-set fashion with little or no rest in between sets. Allow at least 1 day in between sets and perform three workouts a week. Lift as heavy as you can using proper form. You don't need to work to fatigue. In fact, it's suggested that you don't so that you don't affect the fat-burning process.
This will re-calibrate your appetite and switch your cravings to "off". Thermogenic eating also creates heat in your metabolism which is exactly what you want.
The simplest way to do this is to replace your current breakfast with a metabolic boosting smoothie exactly 12 hours after your last meal. This boosts your metabolism and blocks cortisol from rising, making it easier to melt off belly fat.
It's important that you look for a whey that is high-quality, micro-filtered, and contains very few carbs, sugars while having less than 5 grams of fat.
Ideally, this Complete Protein shake would contain 155 calories, 24 grams of whey protein, 15 carbohydrates or less, and is almost void of sugar and fat. This nutritional profile is best because it starves the fat so it gets burned off but feeds the muscle so it gets replenished and nourished.
Certain foods slow the metabolism while others speed it up. These thermogenic foods are the best when it comes to metabolic boosting. Swap chicken breast for white fish and replace the starch on your plate with a leafy green vegetable. Watch the pounds drop quickly.
All fish are healthy, including salmon, but the lighter and whiter the fish the better for your metabolism. Keep in mind that just because a fish is good for you doesn't mean it's good for weight loss. Portions still count.
Fiber proof your fat loss with Sun Fiber to keep you feeling full without filling you out.
Fiber-proofing your fat loss is the best way to melt fat. Fiber is the new fat fighter.
Our weight loss efforts get derailed due to hunger and cravings which are caused by blood sugar fluctuations that often occur when we make adjustments to our diets. As if that wasn't bad enough, we become bloated due to constipation. That almost always results in us falling back into our old unhealthy habits.
While we can't control our gender, age or genetics we can control how and what we eat as well as what type of exercise we perform.
Most of the time it's not what we know that stops us from losing weight but what we don't know. This prevents us from achieving our weight loss and fitness goals.
Are you ready to give your metabolism a boost?
Lisa's years of research in metabolic boosting and performance nutrition resulted in the development of her Leaner Lifestyle Series, specifically designed to promote healthy fat loss by boosting the most sluggish and stubborn metabolisms. Lisa is also a regular go-to nutrition and fitness expert on The Dr. Oz Show appearing in two of his highest rated episodes. Major media outlets frequently call upon her for her expertise in fitness and nutrition. Lynn maintains a diverse portfolio of clientele including professional bodybuilders, models, actors, CEOs and real-world people throughout the country.
Lisa is a recognized best-selling author, publishing "The Metabolism Solution" in 2014, a comprehensive book that takes the reader on a step-by-step journey to a new, Leaner Lifestyle. This book teaches how to safely boost your metabolism while allowing you to lose weight.
In 2015, she authored her first illustrated children's book, "The I Love My Body Book", addressing all of the issues kids face (adults too). This book is a must have for every household who wants to be physically and emotionally healthy. Parents say they love this book to as it makes these principals easy to do.
Her most recent book, "Win the Fight: Stomp Out Melanoma", was co-authored with Dr. Deepak Narayan. It is an all-encompassing book that covers everything from melanoma skin cancer risk factors and diagnosis procedures to living well after treatment.


IF history repeats itself, then don't blame Charles Dickens. His ongoing fame as a campaigner against a wicked world in which child labour thrived amid dire poverty inspired his urgent demands for social reform and justice.
He exposed the cruel, unequal society with its deep divide between rich and poor that dominated life in Victorian England, the more so in A Christmas Carol, written in just six weeks in the winter of 1843, deliberately to ensure publication before celebrating the Christian festival.
It sold some 6,000 copies in the six days between its release and Christmas Eve that same year and has never been out of print since. One contemporary critic described its story of one tortuous night in the life of Ebenezer Scrooge as "a national benefit to every man and woman who reads it".
And, virtually as an echo of today's government-imposed austerity that has reproduced those worrying conditions, the Dickens Museum in the heart of Holborn is staging its own exhibition entitled Ghost of an Idea: Unwrapping A Christmas Carol.
"The themes of A Christmas Carol are more relevant today than they have been at other times in history," points out Louise Price, co-curator of the exhibition with Frankie Kubicki.
Christmas is in fact the busiest time of the year for the museum in Doughty Street, where Dickens lived for two years from 1837, which is why it always responds with a special exhibition.
As for this one, Louisa adds: "What I find fascinating is that the word Dickensian is often the adjective used to describe different things, never used solely to describe social conditions.
The exhibition owes its existence to a tip-off more than a year ago of the making of the new Christmas Carol movie, The Man Who Invented Christmas, from two of the museum's trustees appearing in the film.
They are Miriam Margolyes, who plays the housekeeper, and Simon Callow, himself a Camden Town resident, as was Dickens himself living in Bayham Street digs as a teenager. He takes on the role of the illustrator John Leech. It was Leech's coloured plates in the gold-edged original copy of A Christmas Carol – each page was outlined in red – that helped to sell it.
Dickens was unusually angry in the summer of 1843. He was 31 and already married with four children, then the most famed writer in the world thanks to Oliver Twist, Pickwick Papers, The Old Curiosity Shop and Nicholas Nickleby and his frequent outbursts on the hot topics of the day.
So who battles the sick Scrooge mentality of today?
"We often draw comparisons between JK Rowling and Dickens because she is an author whose readers have enthusiastically responded to the characters in her Harry Potter novels in a way readers still respond to Dickens," says Louisa.
Austerity too has its complex impact on the Dickens Museum. While it may enjoy more visitors thanks to a surge in tourism brought about by the weakened pound, it faces different challenges to those of national or public authority-funded museums.
So you can help by visiting 48 Doughty Street to see the exhibition, which runs until February 25. Opening times Tuesday to Sunday, 10am to 5pm, general admission free, exhibition tickets £9 adults, £7 concession for seniors and students, £4 for children six to 16. More details at dickensmuseum.com or call 020 7405 2127.


Venus The Two Faced Cat is Stunning!
You are about to see 20 seconds of gorgeousness!
Venus is a Chimera cat, born with a 2 tone face and different coloured eyes. She's become quite an internet sensation of late because of her unusual looks, I think she's a real stunner!
Here's a video of a very adorable white kitten.


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Hadeaci (în ) este un raion în regiunea Poltava, Ucraina. Reședința sa este orașul Hadeaci.

Demografie

Conform recensământului din 2001, majoritatea populației raionului Hadeaci era vorbitoare de ucraineană (%), existând în minoritate și vorbitori de rusă (%).

Note

Foste raioane din regiunea Poltava
Foste raioane din Ucraina

redpajama_set_name: RedPajamaWikipedia


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Orlando police looking for man accused of grabbing Baldwin Park runner
By Lara Greenberg
Orlando police officers are searching for a man accused of grabbing a woman while she was running along Lake Baldwin Lane on Friday morning.
BALDWIN PARK, Fla. - Orlando police officers are searching for a man accused of grabbing a woman while she was running along Lake Baldwin Lane on Friday morning.
A woman out for a morning run was attacked by a stranger just before 6 a.m., police say, but she reacted fast, saving herself. Now some in the neighborhood are scared.
"I feel like it's a very close community so yeah that shocks me," says Alexandra Weinstein, who lives in Orlando.
"It makes me scared to run in here," says Alexandra Fox, who lives in Orlando.
Investigators say a man grabbed the runner from behind. She screamed enough to scare him and he ran away. The woman was unharmed, police say.
However, runners in Baldwin Park are on high alert, saying they won't be running there in the dark. Weinstein did it once and that was enough for her.
"I think it was like 7 p.m. The sun was just dropping and we were like, 'Wow it got really dark quickly.'"
Police say incidents like this are unusual for Orlando's Baldwin Park neighborhood. In the meantime, runners say they will keep running at the park, but safety will be a concern.
"Something's always going to happen to someone else, but that doesn't stop you from doing your routines," Weinstein says
"You always have to just make sure you have an exit plan, what you're going to do if something happens. You always have to be thinking about those things when you live in a world like today," adds Fox.
Special Victims Detectives are investigating and trying to work with the victim to come up with a sketch of the suspect. Anyone who might have any information about the suspect is asked to call the Orlando Police Department or Crimeline at 800-423-TIPS (8477).
Orlando police search for suspect accused of grabbing jogger
Orlando police are working to find a man accused of grabbing a woman while she was running. It happened on Lake Baldwin Lane on Friday morning.


Ahhh Sugar Sugar is a bath and body product company that also offers a subscription box! Each month you can expect 3-4 small batch, handcrafted items, many of which brand new to the brand or exclusive to the box.
Ships to: the US and Worldwide, price varies depending on location. Shipping to Louisiana is $8.32.
Good To Know: Ahhh Sugar Sugar is a small company, and in order to not get overwhelmed by subscription box orders along with their special pre-orders and other product offerings, they have a waiting list on Facebook. Be sure to become a member of their Facebook group to join the waiting list!
This box comes with company information listed on the box (and I am digging the unicorn). It also comes with an info sheet for the included products. Prices aren't listed on the info sheet, so I use the Facebook price list when applicable.
It also comes with an info sheet for the included products. The info sheet got a small makeover, and my eyes appreciate the bigger font! Also, how cute is the original artwork featured in the info sheet and throughout the box?
I love receiving full-size bath frostings in this box—something about the packaging and size makes it feel like a luxurious treat. This bath frosting has a scent list of simmering peaches, orange sponge cake, blood orange, spiced buttermilk, and cinnamon apple. To me, the dominant scent is a spicy cinnamon apple, but its softened by the back notes of fruit. This really is an amazing fall scent! Formula-wise, this is a moisturizing whipped soap with a few mild exfoliating particles thrown in for good measure. If you haven't tried the brand before, I recommend picking up a bath frosting in their next pre-order!
The beauty of spritzers from Ahhh Sugar Sugar is that they can be used however you want them. Room spray? Check. Fabric spray? Check. Body spray? Check. Autumn's Fairy Dust has notes of tart apple, jasmine, sandalwood, velvet rose, golden honey, and cinnamon. At first whiff, I smell the apple and honey first and then comes the cinnamon and sandalwood. It is an intoxicating fragrance, and I would most likely use this spritzer as a body spray. Also, check out those adorable fairies!
Yay to new products! I am not sure if this is the first time they have ever made a lip scrub, but it's the first time appearing in a monthly box! This lip scrub is super delicious and tastes pretty dang close to pumpkin cheesecake. This is supposed to be both exfoliating and moisturizing, but this is too dry of a scrub to be moisturizing on my lips. This scrub paired with my Laneige lip mask, however, is a stellar combination that has helped me through some strongly chapped lips.
I tried the shimmery version of the frozen custard body butter once before, back in May, and I wasn't impressed with it—it left me feeling greasy and was just too heavy. Now that it is the end of October, however, bring on the heavier body butters! This sank into my skin pretty quickly, and within about 30 seconds there was no greasy feeling- just soft, smooth skin. It's crazy, but this really smells like fresh-baked bread! The scent notes are warm zucchini bread, gooey caramel, and cinnamon streusel. Warm baked bread is the dominant scent to me, and then when I think about it I get the lovely notes of cinnamon. This is a real treat, for both my nose and my skin.
The airbrushed colors on this lovely leaf took the Ahhh Sugar Sugar team a full three days to finish, and I think the end result is quite pretty. This bubble bar has scent notes of brisk air and freshly fallen leaves, and the end scent is light and refreshing. Since this bubble bar is on the thin side I would probably crumble the entire thing under running water to make sure I had enough bubbles (I usually try to cut my bubble bars in half). This is a nice counterpunch to some of the warmer, spicy scents in the box this month.
The Verdict: This was another knockout box from Ahhh Sugar Sugar! I really did feel like I was opening up a box of fall treats, and all of the scents fit the theme perfectly. I thought the curation of scents, products included, and the sizes were a good combination, and while I couldn't find a value for everything I definitely think I got more than my money's worth this month! It is hard to pick a favorite, but if I had to it would be a tie between the Rake it Up body frosting and Pumpkin Cheesecake lip scrub.
Can you get this box if you still sign up today? No. Join the Facebook group to get on the waitlist!
Value Breakdown: This box costs $34.99 + $8.32 shipping, which means that each of the 5 items cost approximately $8.66.
Check out all of our Ahhh Sugar Sugar Reviews and our Beauty Subscription Box Directory for more great bath- and spa-oriented subscriptions!
What do you think of Ahhh Sugar Sugar?
Totally understand, Kris! They do have their holiday pre order starting tonight! I'm going to try to get one of each other bath bombs offered and a few wax clamshells!


Amino acid rejection behaviour as a function of concentration.
Shirley J, Mandale S, Williams PM. Amino acid rejection behaviour as a function of concentration. Adv Colloid Interface Sci. 2011;164(1-2):118-25.
The solute rejection versus concentration behaviour of five different amino acids has been investigated using a Nitto Denko NTR7450 nanofiltration membrane. The experimental data for amino acid rejection was also compared against a combined steric and charge rejection model. At its isoelectric point, lysine was effectively neutral and its behaviour was well described by the model incorporating a steric function only. For phenylalanine, the combined model was found to fit the data well. In contrast there was poor agreement between the model and rejection data for glutamine, glutamic acid and glycine whose rejection values at first increased with concentration. This result implied that another governing process was in operation. Dimerisation as an explanation for the observed phenomena was also investigated. Size analysis of amino acid molecules as a function of the prevailing concentration using dynamic light scattering was limited but showed no evidence of dimerisation. This data was supported by osmotic pressure measurements which demonstrated no evidence of non-linearity in the relation between osmotic pressure and concentration.


"She is a nine year-old girl whose laughter starts at her shoulders, takes her entire body along for the ride, then sets the room ablaze in light. She struggles mightily yet has an indomitable spirit that powers her over, around or through every obstacle she faces and leaves nothing and no one in her wake unchanged."
"She worked for a month creating the following with an aide at school. It was written using a PECS program called Pixwriter."
Hi my name is [Brooke]. I am 8 years old. I'm in grade 3 and my favorite thing to do is to do pixwriter. I like to publish stories. I like to play with the camping toys. I like to swing high in the hammock. I find the monkey bars on the playground hard. I don't like the fire alarm because it hurts my ears and I cover them. My favorite thing to do at home is put on plays called sleeping beauty where I am sleeping beauty when my family watches it when it is a video of it when my mom says and now presenting Brooke's play with singing and dancing. I also like to play Nick Jr. on the computer. I like to watch TV. I like to watch Sesame Street.
Jess says, "As wonderful that self-description may be, it leaves something out. It's missing the energy, the spirit, the essence of Brooke. And that really can only be experienced one way:"
OK ... can you tell me about this AMAZING picture that you drew?
They put on a play. See the stage?
I do see the stage. Can you tell me who's in it?
Big Bird, Telly, Zoe, Maria, Prairie, Grover, Ernie, Rosita on the stage and there's Fifi, Harry, the elephant, Freddy, Cookie, Elizabeth and Murray Sparkles, Burt, Baby Bear and there's Elmo. See?
I do see. I LOVE that picture.
Marie is very beautiful. What's she dressed as?
A princess and what does her sign say?
Let me see - can I see the picture?
It says princess on it.
Yeah. That is a really wonderful princess. Hey babe?
What? I wanna see the picture!
We will. Can you tell me (oops) can you tell me the Pooch joke?
Ooh, are you giving me a hug?
Mm hmm. I wanna see the picture!
You are? Hey, can I ask you a question?
What's your very favorite show?
I like ... um the little rabbit runs away.
Don't know. Can I see it?
Um, let's ask one more question. Can I ask one more question?
All right. What is your favorite thing to do?
You do? Can you do it?
[Chanting together] Ugly Pear Lop Ala Kazool! Ugly Pear Lop Ala Kazool! Ugly Pear Lop Ala Kazool!
Ooh, Ruff! That is very silly! Where ya goin?
Now can I see it?
Ok, can you say bye?


Central to this view, taken before the demolition of Boustead's Godown, top left quayside, in 1925, are the cargo boats, occupying the entire quay frontage, after which this crescent of godowns is named. Moored in the foreground are twakow lighters, smaller tongkang, and sampan. Sampan were used mainly for transporting passengers, while twakow, generally known as lighters or bumboats, were used to transport cargo to and from merchant vessels at anchor in the Singapore Roads.


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