Want to abolish STAAR? It won't happen if you don't help.
I know there is a lot of opposition to STAAR among parents (myself included) and teachers out there, and many people are applauding state Rep. Brooks Landgraf of Odessa for filing House Bill 736, which would drastically reduce the role that standardized testing now plays in the lives of public school students and educators.
But, as of now, that bill has a slim chance, if any, of passing. STAAR testing has become entrenched in the highest levels of the state's educational bureaucracy, and it will become even more stressful for children, not less, as the A-F grading law is fully implemented with letter grades assigned to individual schools later this year. That's because those grades will be largely determined by STAAR scores.
The only way Landgraf's bill is going to have a chance of passing — and the only way the A-F law is going to be repealed — is if legislators hear from their constituents, loudly and clearly, throughout the session that you have had it with high-stakes testing and demand that they do away with it and the letter grades. Tell your legislators to give public schools more resources, not more stress.
It's fine to contact the governor, the lieutenant governor and the speaker. They also need to hear from you. But so does your own state representative and state senator –and throughout the session. Make sure they know that you are a voter in their district. If you don't know who your state representative or state senator is, or you aren't sure, go to this link and fill in your home address to find out who they are and how to contact them.
You don't like STAAR testing? One state representative has taken a first step toward doing something about it, and you and your friends have started applauding him on Facebook and Twitter. That's fine, but that won't do much good unless you and your friends also start contacting your legislators and demanding that they actively support the bill and push it to passage.
Otherwise, like a lot of other good ideas, it will be ignored and end up on the legislative trash heap.
One Response to Want to abolish STAAR? It won't happen if you don't help.
I just retired with 31 years experience in public education. I loved every minute of teaching and really enjoyed my students. There was one exception. My subject was not tested, PAP Algebra 2 and PreCalculus. But the days I missed instruction for testing really limited the material I could cover. I taught much more difficult concepts to regular students 20 years ago. I wanted my students to be college or career ready. But I saw testing and teaching to a test destroy that possibility.


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Q: Docker COPY issue while building the docker image I have a project which is Maven based multi module project
It has various modules with in, like common-utils, web, theme, etc, etc
And also in the root location it has the Dockerfile which is not default one but I have named it Dockerfile.cli due to some requirements
Dockerfile.cli contents here:-
FROM tomcat

ENV NEUW_LOG_HOME /neuw/web/logs

RUN echo "running the image, making it a container :-)"

RUN mkdir -p "/neuw/web/theme-v4"

COPY web/target/web.war /usr/local/tomcat/webapps/ROOT.war

COPY theme-v4 /neuw/web/theme-v4

CMD ["catalina.sh", "jpda", "run"]

Now why I am here -> am getting the below error while building the image:-
COPY failed: stat /var/lib/docker/tmp/docker-builder838877607/web/target/web.war: no such file or directory

The command I use to run the image build is like below and running it on the root of the project which contains both theme and web folder:-
docker build -f Dockerfile.cli -t neuw/web:snapshot-30 .

Any hints and help for the issue?

A: Which directory are you in when you run this command? Could you do ls /web/target/ from that directory? I ask because I think your Dockerfile is expecting to find a web.war in ./web/target relative to the directory you are running in.
Edit (to save anyone digging through the comments on this): The target directory did contain the file but it was invisible to docker due to a .dockerignore file with **/target.

redpajama_set_name: RedPajamaStackExchange


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Skywatch: Aerial Island Floats Into TERA On PC
By QuintLyn Bowers, News Editor October 15, 2019
Today's the day. As of now, TERA players can explore the floating Exodor Archipelago. The new island contains four terrestrial areas designed specifically for high-level players to enjoy. All four zones have plenty of content for players to try out, including new BAMs and field bosses, as well as fisheries.
The island is part of the new Skywatch: Aerial Islands update which also implements changes to older dungeons in order to make them more on par with ones that have come out more recently. As noted a few days ago, this update also introduces the new Card Collection system. The new system provides players with a new way to customize their character's power and is introduced at level 11. Additional information on this system can be found on the game's site.
In this article: TERA, En Masse Entertainment.
Kakao Bans More ArcheAge Players, Limits Transactions By Free Accounts
Fresh start servers have also been delayed "until further notice."
Dead By Daylight Devs To Remove Leatherface Masks Following Racist Harassment
"We will not tolerate hateful activity" and "we absolutely condemn this behaviour."
Fortnite Offers Players Power Leveling Weekend To Compensate For December Login Issues
There's also a special reward for those who logged in during Winterfest.
We're Getting A Real World Waypoint! Genshin Impact Alps Lighting Ceremony To Take Place This Week
Celebrate the one year anniversary of Dragonspine's release in style.
Tibia Celebrates Its 25th Anniversary By Finally Adding Sound To the Game
There are still events and things, too.

redpajama_set_name: RedPajamaCommonCrawl


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Illinois Institute of Technology, Master of Science (M.S.), Electrical Engineering
Northern Illinois University, Bachelor of Science (B.S.), Electrical Engineering
Northern Illinois University, Bachelor of Fine Art (B.F.A.), Drawing and Printmaking
Lydia A. Scarpelli
Ms. Scarpelli is a Patent Agent at Fiala & Weaver P.L.L.C. Her practice focuses on drafting and prosecuting patent applications.
Prior to joining Fiala and Weaver, Ms. Scarpelli developed her patent prosecution expertise while working with three intellectual property law firms in Chicago. There she worked on patent prosecution in domestic and international settings. Ms. Scarpelli brings more than 10 years of experience in engineering roles to her work as a patent agent. She served as a systems engineer at Lucent Technologies, earning the Bell Laboratories President's Gold Award for Innovation, Technical Excellence, and Business Impact. She also worked as a cellular radio engineer at Ameritech Cellular and began her career as a research and development assistant at Fermi National Accelerator Laboratory.
Ms. Scarpelli has procured patents in the electrical and mechanical arts and in applied physics, including computer systems and computer software, wireless communication systems, intelligent power tools, electric vehicles, the Internet of things, communication chip technology, geo-location, antenna devices, electromagnetic force systems, microscopy, nano-scale technologies, set-top-box devices, video and pixel processing, SOC devices, high-speed gaming, and various technologies generated through academic research.
lscarpelli@fwiplaw.com


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Variability and performance of NHS England's 'reason to reside' criteria in predicting hospital discharge in acute hospitals in England: a retrospective, observational cohort study
http://orcid.org/0000-0003-3454-5482Elizabeth Sapey1,2,
Suzy Gallier1,3,
http://orcid.org/0000-0002-9378-7548Felicity Evison3,
David McNulty3,
Katherine Reeves3,
http://orcid.org/0000-0001-7410-5268Simon Ball4,5
1PIONEER Data Hub, University of Birmingham, Birmingham, UK
2Department of Acute Medicine, University Hospitals Birmingham NHS Foundation Trust, Birmingham, UK
3Department of Research Informatics, University Hospitals Birmingham NHS Foundation Trust, Birmingham, UK
4Renal Medicine, University Hospitals Birmingham NHS Foundation Trust, Birmingham, West Midlands, UK
5Better Care Programme and Midlands Site, HDR UK, Birmingham, West Midlands, UK
Correspondence to Dr Elizabeth Sapey; e.sapey{at}bham.ac.uk
Objectives NHS England (NHSE) advocates 'reason to reside' (R2R) criteria to support discharge planning. The proportion of patients without R2R and their rate of discharge are reported daily by acute hospitals in England. R2R has no interoperable standardised data model (SDM), and its performance has not been validated. We aimed to understand the degree of intercentre and intracentre variation in R2R-related metrics reported to NHSE, define an SDM implemented within a single centre Electronic Health Record to generate an electronic R2R (eR2R) and evaluate its performance in predicting subsequent discharge.
Design Retrospective observational cohort study using routinely collected health data.
Setting 122 NHS Trusts in England for national reporting and an acute hospital in England for local reporting.
Participants 6 602 706 patient-days were analysed using 3-month national data and 1 039 592 patient-days, using 3-year single centre data.
Main outcome measures Variability in R2R-related metrics reported to NHSE. Performance of eR2R in predicting discharge within 24 hours.
Results There were high levels of intracentre and intercentre variability in R2R-related metrics (p<0.0001) but not in eR2R. Informedness of eR2R for discharge within 24 hours was low (J-statistic 0.09–0.12 across three consecutive years). In those remaining in hospital without eR2R, 61.2% met eR2R criteria on subsequent days (76% within 24 hours), most commonly due to increased NEWS2 (21.9%) or intravenous therapy administration (32.8%).
Conclusions Reported R2R metrics are highly variable between and within acute Trusts in England. Although case-mix or community care provision may account for some variability, the absence of a SDM prevents standardised reporting. Following the development of a SDM in one acute Trust, the variability reduced. However, the performance of eR2R was poor, prone to change even when negative and unable to meaningfully contribute to discharge planning.
Quality in health care
Data are available on reasonable request. The anonymised dataset used for analysis is available on reasonable request from the PIONEER Data Hub on submission of a data request form, see www.pioneerdatahub.co.uk for a copy of the form and processes for data access.
This is an open access article distributed in accordance with the Creative Commons Attribution 4.0 Unported (CC BY 4.0) license, which permits others to copy, redistribute, remix, transform and build upon this work for any purpose, provided the original work is properly cited, a link to the licence is given, and indication of whether changes were made. See: https://creativecommons.org/licenses/by/4.0/.
The intracentre and intercentre variability of reason to reside (R2R) reporting was based on national data and included >6.6M patient bed-days.
Standardised data model to form eR2R was based on nationally agreed criteria for each clinical question.
All admissions >24 hours were included for eR2R performance review, reducing bias.
eR2R data based on one centre only, although one of the largest National Health Service Trusts nationally serving a diverse population and including >1M patient bed-days.
In 2021, the UK Government published its policy and operating model for hospital discharge and community support within the National Health Service in England (NHSE).1 This policy responded to concerns about bed capacity during the COVID-19 pandemic.
A National Audit Office report recognised the potential to release acute hospital beds in 2016, finding that older patients no longer needing acute treatment accounted for 2.7 million NHS hospital bed days per year.2 The report concluded that a lack of planning delayed discharge, recognising research that highlighted adverse outcomes during prolonged hospital stay.3 4
The aforementioned policy mandates using set criteria to identify in-patients in whom discharge home, or to a less acute setting, should be considered. These criteria have been referred to interchangeably, as 'Reason[s] to reside' (R2R), 'right to remain' or 'criteria to reside' (see table 1A). Since April 2020, NHS hospitals have been required to provide daily reports on the numbers of people leaving hospital, to where and the reasons for those remaining in hospital. The proportion of in-patients not meeting R2R criteria and the proportion of patients without R2R discharged that day are also reported. These metrics are considered to be measures of organisational efficiency.
Reason to reside (R2R)
R2R appears to have emerged heuristically from the clinical experience of those involved in its development. A series of questions are posed that might prompt consideration of individual patients for discharge. However, there are no standardised data definitions, there has been no validation of R2R, no investigation of its role as a clinical decision support tool or of its value in evaluating hospital performance. A further barrier to evaluating the performance of R2R is that there is no gold standard definition that identifies patients who could be discharged from hospital against which to compare R2R performance. This lack of a reference standard limits, but does not preclude assessment of the validity of a clinical test, provided a 'fair' measure of performance can be defined.5 The set of patients actually discharged in the subsequent 24 hours is one potentially 'fair' test of performance of R2R.
In the current study, we show the degree of variation in R2R-associated metrics reported across centres in England. Second, we propose precisely defined, interoperable data definitions corresponding to the elements of R2R. This allows for consistent, generalisable analysis. Third, we evaluate the performance of R2R to predict discharge over the subsequent 24 hours.
All studies activities followed the World Medical Association's Declaration of Helsinki. The R2R criteria are as described1 and are also provided in table 1.
National NHS England data were accessed via The UK Health Facts and Dimensions database6 for all reporting Trusts in England. Assessment of variability in national R2R reporting included data from 29 November 2021 to 20 February 2022. Online supplemental table S1 provides the names of the Trusts whose data are presented anonymously. Data were collected daily during the censor period for 121 centres, yielding a total of 10 164 potential data points (centre-days). For each of these, the total number of occupied and unoccupied beds, and the number of patients with no right to reside were extracted. The number of patients with no right to reside were submitted once a day by each NHS trust, based on the local hospital interpretation of the definition provided by NHSE.1 This required none of the criteria to be met at the time of local data collection. The numbers of patients with right to reside were then calculated by subtracting the number with no right to reside from the total number of occupied beds on that day. The number of general and acute beds occupied in any given centre, on any given day (in-patients), was used as a surrogate for the number of patients eligible for evaluation using the R2R criteria. Review of the dataset found some missing and potentially spurious data, which were excluded prior to analysis. This included instances where R2R data were not recorded (n=184 data points), where the total numbers of beds were either zero, missing or clearly spurious (n=37 data points) or where there were more patients with no R2R than the total number of beds (n=3 data points). The national data are shown for the other n=121 centres, excluding UHB.
[bmjopen-2022-065862supp001.pdf]
In-depth analysis of R2R criteria were performed using data from the Queen Elizabeth Hospital Birmingham (QEHB). QEHB is an NHS, urban, adult, acute hospital in England, which in 2019 had 1269 beds including 80 level 2/3 intensive care unit (ICU) beds, an emergency department that assesses >300 patients per day and a mixed secondary and tertiary practice that includes all major adult specialities except for obstetrics and gynaecology. The electronic healthcare record (EHR) at QEHB (PICS, Birmingham Systems) contains time-stamped, structured records that include demography, location, admission and discharge, comorbidities, physiological measurements supporting NEWS2 and Glasgow Coma Scale, operation noting, prescribing and investigations.
The R2R criteria in table 1 were mapped to computable definitions derived from the EHR (see table 2), to generate an electronic R2R (eR2R). The OPCS Classification of Interventions and Procedures codes mapped to criteria 9–11 are described in online supplemental table S2. The concept 'acute functional impairment in excess of home/community care provision' had no direct correlate. Safer Nursing Care Tool (SNCT) levels of care were however available.7 SNCT levels 2 and 3 correspond closely with the requirement for HDU or ICU.8 Level 1a identifies patients requiring enhanced nursing reflecting acuity of illness, and level 1b identifies a group with increased nursing dependency. Level 1b is likely to include those who would and would not be considered to require ongoing care in acute hospital. SNCT level 1 was included in the definition of eR2R in two ways, including (eR2Rab) and excluding (eR2Ra) level 1b, to determine if this affected performance.
Data definitions used to operationalise R2R for EHR
The primary analysis of eR2R was for patients who had been in hospital for more than 24 hours at midnight. Discharge over the course of the subsequent 24 hours was evaluated. Secondary analyses were undertaken for the set of patients in a bed at 08:00 and at 16:00 to define any change in eR2R performance in these different cross-sections of the in-patient population. Three calendar years were analysed separately to assess the effects of the COVID-19 pandemic.
Initially, daily numbers of patients with R2R quantified both as absolute numbers and a proportion of the total number of beds were plotted for national centres and used to calculate between-centre and within-centre variation. These data are analysed as beds occupied at the specified time of day, where the bed inherits the demographics, comorbidities and other qualities of the occupying patient. This represents the in-patient population in cross-section.
For the local analysis of eR2R: the term patient-day was used to refer to a bed with the qualities of the occupying patient at the time of the analysis. The in-patient population is described as means of patient-days thereby representing a cross-section of the group. The performance of eR2R as a predictor of remaining in hospital (or absence of eR2R as a predictor of discharge) was reported as a true positive rate (TPR) and true negative rate (TNR), positive predictive value (PPV), negative predictive value (NPV) and Youden's J statistic (TPR+TNR-1), where positive is remains in hospital and negative is discharge from hospital within 24 hours.
Normally distributed variables are reported as arithmetic means±SD, with medians and ranges used otherwise. Between-centre variation was assessed by analysis of variance. This included a model accounting for day of the week as a fixed effect and the centre as a random effect. All analyses were performed using IBM SPSS V.22 (IBM Corp), with p<0.05 deemed to be indicative of statistical significance throughout.
The research question and topic were agreed following patient/public discussion groups about NHSE discharge policies. Patients/public reviewed the data fields included in the study, with the PIONEER Data Trust Committee providing support for the project (a group of patient/public members who review studies using health data9). A patient/public group has reviewed the results and has written a lay summary for study dissemination to patient groups.
R2R reporting in England, November 20–February 21
Across 10 164 available centre-days, accounting for 6 602 706 patient-days, the number of patients reported without R2R as a proportion of in-patients varied significantly between centres (p<0.0001). Individual centre means ranged from 6.7%±2.5% to 59.9%±13.8% (figure 1A). There was also marked within-centre variation (figure 1A), with coefficients of variation (CV) ranging from 8.2% up to 59.3%. Of patients not meeting R2R criteria, the proportion discharged over the following 24 hours, varied significantly between centres (p<0.0001). Individual centre means ranged from 14.0%±7.4% to 85.8%±25.2% (figure 1B). There was also marked within centre variation, with CV ranging from 6.4% up to 83.2%. These data are shown as median and IQR in online supplemental figure S1A,S1B). The proportion of patients without R2R and the proportion of that group discharged within 24 hours were only weakly correlated (R2=0.12; Online supplemental figure S2).
National reporting of R2R criteria. The proportion of patients with no R2R (A) and of that group the proportion of patients discharged within 24 hours (B) reported to Strategic Data Collection Service (SDCS) NHS Digital, UK from 29 November 2021 to 20 February 2022 across 121 centres. Each dot represents result for a single centre-day. We have ordered centres in both A and B according to the median value of proportion of patients with R2R (see online supplemental figure S3 for median and IQRs). R2R, reason to reside.
Performance of eR2R at QEHB
Standardised definitions corresponding to the elements of R2R (table 2) were used to analyse data from QEHB, on 1 214 480 in-patient days, between 1 January 2019 and 31 December 2021. The demographic and clinical details of that population are summarised in table 3, which also shows that those meeting the definition of eR2Rab were older and more likely to have one or more comorbidities than those who did not. Variation in the daily number of patients with or without an eR2R is shown in online supplemental figure S3.
Demographics of patients meeting and not meeting R2R criteria on presentation to QEHB in the censor period
Criteria contributing to eR2R
Given the potential for the COVID-19 pandemic to affect R2R, calendar years were analysed separately. The number of patients meeting any given eR2R criterion are shown in table 4A. The progressive contribution of different elements of the definition of eR2R assessed daily in a modified Consort table are summarised in table 4B. The proportion of patients not meeting eR2R criteria exhibited relatively little day-to-day variation in 2019 (eR2Rab, CV=11.2%; eR2Ra, CV=6.3%), although somewhat higher in the context of case mix variation consequent on peaks of patients admitted with COVID-19 in 2020 (eR2Rab, CV=23.3%; eR2Ra, CV=14.4%) and 2021 (eR2Rab, CV=17.1%; eR2Ra, CV=9.9%). The criteria contributing most to eR2R status included acuity level (NEWS2>3), SNCT level nursing requirement, being on intensive care and requiring intravenous medications or fluids.
(A) The number (percentage) of patient-days on which each eR2R data definition was met. (B) A phased analysis undertaken for each day and presented as a modified Consort diagram
Informedness of eR2R for discharge in the next 24 hours
For the outcome discharge (remain −)/no discharge (remain +) within 24 hours, across the three different years, the eR2Ra TPR lay between 0.63 and 0.65, TNR between 0.46 and 0.47, the PPV was 0.91 and NPV between 0.12 and 0.15; the eR2Rab TPR lay between 0.88 and 0.91, TNR between 0.18 and 0.24, the PPV between 0.90 and 0.91 and NPV between 0.18 and 0.20 (table 5). The J statistic for both definitions lay between 0.09 and 0.12. In secondary analyses based on the in-patient population at 08.00 and at 16.00 the J-statistic ranged between 0.10–0.14 and 0.10–0.15, respectively (online supplemental table S3A,S3B).
Contingency tables showing the number of patients meeting criteria for (A) eR2Ra and (B) eR2ab
In-patients not meeting eR2R
The demographic and clinical details of patient who did not meet the eR2Rab definition, stratified by discharge in the subsequent 24 hours, are shown in online supplemental table S5. For patient-days on which discharge occurred within 24 hours, there was significantly higher representation of those with no documented comorbidities 29.2% vs 24.0% (p<0.0001). In those that remained in hospital, 61.2% met eR2R criteria on subsequent days (76% within the next 24 hours). Of all those that remained, 21.9% acquired a NEWS2>3, 32.8% received iv fluids or drugs >3 times/day and 1.9% were admitted to ICU.
Assessment of an individual patient's R2R has been promoted as a tool to improve the identification of those who could be discharged from acute hospitals in England. The proportion of in-patients with R2R and their rate of discharge has then been used to evaluate the operational efficiency of acute hospitals and their adjacent health and social care system.1 10 This paper presents findings to suggest that as currently constituted, R2R is of limited value for these purposes.
The high levels of variation in R2R-related metrics, within and between centres in England, has been attributed to variation in case mix and operational efficiency.11 However, such extremes of variation are not observed in other metrics that use established data standards. Furthermore, the proportion of patients not meeting R2R criteria correlates poorly with their rate of discharge over the subsequent 24 hours, whereas one might anticipate that such closely related measures of operational efficiency would reflect one another. These findings are most obviously accounted for by the fact that R2R does not constitute a semantic data model. It is therefore susceptible to differing interpretation by individuals and centres. This applies to all the concepts described by R2R, but most obviously those that are necessarily subjective, such as 'acute functional impairment in excess of home/community care provision' and 'diminished level of consciousness where recovery is realistic'.12 13
We therefore developed machine readable data definitions corresponding to each concept, allowing consistent analysis of R2R at scale, using data derived from the EHR in our centre. The SNCT is a global nursing assessment of acuity and dependency that was developed to guide workforce deployment. It is regularly recorded within the EHR at our centre. Because level 1b describes a group of patients who are highly dependent on nursing care for daily activities, this was mapped onto the R2R concept 'acute functional impairment in excess of home/community care provision'. However, since the definition of level 1b could include a group of patients suitable for discharge to a less acute setting, two definitions or eR2R were tested, with and without SNCT 1b. Our analysis is therefore likely to represent two extremes of inclusion of patients with acute functional impairment.
Within centre variation in eR2R was low, consistent with it minimising individual interpretation of each data element. eR2R was a poor predictor of discharge within 24 hours.14 Youden's Index was consistently <0.15 across three calendar years, three different times of day and two eR2R definitions. For a dichotomous test such as eR2R, a Youden's Index >0.50 is generally considered the empirical benchmark for a test to support clinical decision making.15 eR2R is therefore unsuited to the provision of clinical decision support tool for discharge. It does not define a subpopulation on which to assess discharge performance.16 The limitations of R2R are not entirely surprising, given the need to interpret concepts that are not semantically defined. Although addressed by eR2R, it nevertheless remains a simple series of binary responses to questions that have not been validated for the purpose of discharge prediction. For example, NEWS2 was validated as an acuity score to quantify physiological instability on initial presentation to hospital.17 It was not developed and has not been validated, as a triage tool to assess fitness to leave hospital, at any threshold.
Importantly, more than half of those who remain in hospital without eR2R, subsequently acquired eR2R. This group of patients were older and had multiple long-term health conditions, suggesting that there were clinical grounds for that decision, although undefined. This subpopulation requires further study.
There are limitations to our analysis. The eR2R was assessed in only one centre, although one that serves a diverse, multiethnic, urban population, in which more than 1.2 million patient days were assessed. Patients admitted for <24 hours at the time of analysis were excluded to allow clinical decisions to be made and executed. The first day postadmission is a highly dynamic situation, with frequent clinical review, a setting in which this embodiment of clinical decision support is arguably less relevant. Another more intrinsic problem is that there is no gold standard by which to define all patients suitable for discharge so that actual discharge was used as a fair test when evaluating the performance of eR2R.18 This assumes that patients actually discharged are part of a continuous population of all those who could be discharged. It is also the case that each R2R element could be defined or operationalised in slightly different ways by healthcare professionals when being applied in clinical settings. Our data analysis, with clear definitions for each parameter within the eR2R does not include the 'art' of clinical medicine but does enable consistent comparisons to be made across time and localities.
It is important to validate and evaluate tests within their intended setting. The effects of embedding new care pathways or tools within clinical service delivery, without appropriate evaluation, are increasingly described. There is significant opportunity for unintended consequences to arise from the implementation of poorly considered clinical decision support,19 particularly when there is competition for clinical resource. This has been recently discussed for NEWS2,20 sepsis alerting and COVID-19 virtual wards.21 R2R has been endorsed and adopted but without validation or consideration of the unintended consequences of its application. This is not to contend that a significant number of in-patients could not be discharged earlier, simply that there is no evidence that R2R can support clinical decision making. The collective limitations of R2R identified are likely to account for variation in nationally reported metrics that are difficult to explain.
Our study highlights the need for reproducible standardised data definitions to support both implementation and validation of any tool that purports to support clinical decision making. Further research should focus on building, validating and refining tools to inform clinical decisions.
This study used unconsented, anonymous health data, and all study activity was approved by the East Midlands–Derby REC (reference: 20/EM/0158). Specific approvals were provided by East Midlands–Derby REC (reference: 20/EM/0158) to use unconsented, anonymised health data.
This work was supported by the PIONEER Data Hub (see www.pioneerdatahub.co.uk) and by the PIONEER patient and public advisory group and Data Trust Committee.
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. Index for rating diagnostic tests. Cancer 1950;3:32–5.doi:10.1002/1097-0142(1950)3:1<32::AID-CNCR2820030106>3.0.CO;2-3pmid:http://www.ncbi.nlm.nih.gov/pubmed/15405679
Hilden J,
Glasziou P
. Regret graphs, diagnostic uncertainty and Youden's index. Stat Med 1996;15:969–86.doi:10.1002/(SICI)1097-0258(19960530)15:10<969::AID-SIM211>3.0.CO;2-9pmid:http://www.ncbi.nlm.nih.gov/pubmed/8783436
Schisterman EF,
Faraggi D,
Reiser B, et al
. Youden index and the optimal threshold for markers with mass at zero. Stat Med 2008;27:297–315.doi:10.1002/sim.2993pmid:http://www.ncbi.nlm.nih.gov/pubmed/17624866
. National early warning score (news) 2: standardising the assessment of acute-illness severity in the NHS. updated report of a working Party, 2017. Available: https://wwwrcplondonacuk/projects/outputs/national-early-warning-score-news-2 [Accessed 14 Feb 2022].
Umemneku Chikere CM,
Wilson K,
Graziadio S, et al
. Diagnostic test evaluation methodology: a systematic review of methods employed to evaluate diagnostic tests in the absence of gold standard - an update. PLoS One 2019;14:e0223832.doi:10.1371/journal.pone.0223832pmid:http://www.ncbi.nlm.nih.gov/pubmed/31603953
Liu X,
Glocker B,
McCradden MM, et al
. The medical algorithmic audit. Lancet Digit Health 2022;4:e384–97.doi:10.1016/S2589-7500(22)00003-6
Pankhurst T,
Sapey E,
Gyves H, et al
. Evaluation of NEWS2 response thresholds in a retrospective observational study from a UK acute hospital. BMJ Open 2022;12:e054027.doi:10.1136/bmjopen-2021-054027pmid:http://www.ncbi.nlm.nih.gov/pubmed/35135770
Atkin C,
Reddy-Kolanu V, et al
. Applying a COVID virtual ward model, assessing patient outcomes and staff workload. Acute Med 2021;20:266–75.doi:10.52964/AMJA.0876pmid:http://www.ncbi.nlm.nih.gov/pubmed/35072383
ES and SG are joint first authors.
Contributors SB and ES conceived the study; SG, FE, DM and KR conducted data analysis. ES and SG wrote the first draft of the study. All authors contributed to the study manuscript. SB is senior author and manuscript guarantor.
Funding This work was funded by Health Data Research - UK (PIONEER2019).
Competing interests FE, DM and KR have no relevant conflicts of interest. SG reports grant funding from HDR-UK. ES reports grant funding from HDR UK, Innovate UK, MRC, NIHR, British Lung Foundation and Alpha 1 Foundation. SB reports funding from HDR-UK.
Patient and public involvement Patients and/or the public were involved in the design, or conduct, or reporting, or dissemination plans of this research. Refer to the Methods section for further details.


With great pleasure I am handing this blog over to Whistlewood volunteers. If you would like to contribute, you can write your own piece as Chris has or send me notes using the contact page or via Whistlewood.
Welcome to the first of a series of diary pieces documenting the progress of the Roundhouse build. Despite the trials of the British weather the first two weeks has seen our beautiful green field turned into a building site with an (almost) completed track and the footings for the Roundhouse virtually completed.
But first things first let's meet the team that's undertaking the build: Dales Contracts Ltd.
From left to right: Tom, Stefan, Tom, Lewis (office), Paul (Director, site), Peter (Director, office).
Peter and Paul have many years experience in the construction of low impact buildings including wood, strawbale and passivhaus builds which they are passing onto the younger members of the team, Tom (without the beard) is only 16.
As you would expect the first job was to prepare the site by excavating the topsoil down to the underlying clay. A process that seems to have created 'Whistlewood mountain', seen in the background of the photo below. Some of this 'mountain' will be used to back fill the excavation once the decking has been finished with the rest formed into a grass amphitheatre in front of the stage.
A shallow circular trench was then dug and back filled with Limecrete, mixed on site, onto which the trench blocks were laid. In keeping with our green credentials these blocks are composed of 70% recycled material which, of course, can be recycled again if ever the foundation is taken up.
Trench being filled with the Limecrete.
First of the blocks being laid onto the Limecrete base.
Once the blocks are build level and up to five courses the wooden base plate can be installed and the strawbale build can begin next week.


* Please note: siblings older than 12 months cannot be accommodated at these sessions.
The HRP Mamas New Moms Support Group Series is a weekly facilitated support and discussion group for moms of newborns and infants (0-5 months).
These groups are a wonderful way to share thoughts with other mothers while receiving guided support from childbirth and/or parent educators.
The HRP Mamas New Moms Groups help mamas forge friendships with other HRP Mamas in a supportive and educator-led environment.
Each week we will leave room for additional topics that may arise based on the specific needs of the mothers in the group.
The HRP Mamas New Moms Group Series runs for 5 weeks and can accommodate a maximum of 12 mothers. Your group will meet for 2 hours on the specified dates.
Come with your infant, or feel free to come without if you have childcare and prefer to come alone.
Vanessa is a mother to two boys, a Certified Cooperative Childbirth Educator through the Childbirth Education Association of Metropolitan New York (CEA-MNY), a Certified Lactation Counselor, and a labor support doula with the Doulas of North America. Vanessa's background is in the community organizing and human services fields. Vanessa also teaches childbirth preparation and parenting classes in Brooklyn and Manhattan.
*Please note: siblings older than 12 months cannot be accommodated at these sessions.


text:
TrueEX
Sunil Hirani, Jim Miller; co-founders
Credit derivatives exchange
www.trueex.com
TrueEX is an electronic swaps trading platform for interest rate derivatives, co-founded in February 2012 by former Creditex executives Sunil Hirani and Jim Miller.[1]
On September 27, 2012, the CFTC granted Designated Contract Market (DCM) status to trueEX and in April 2013 its first products were announced - futures contracts based on three credit spread indices licensed from S&P Dow Jones Indices.[2]
The company branched into the digital asset space in March 2018, with plans to list non-deliverable forward contracts on bitcoin.[3]
Tassat took over the swap execution facility (SEF) registration from trueEX, effective on November 6, 2019.[4] TrueEX is an interest rate swap platform.
TrueEX's DCM designation was determined to be dormant by the CFTC on November 1, 2019.[5]
TrueEX co-founders Hirani and Miller were executives at Creditex, an execution and processing platform for credit default swaps when in 2008 the Intercontinental Exchange (ICE) acquired the firm in a $513 million acquisition. [6] After a transition period, the two left Creditex to begin the venture that was to become trueEX.
In April 2013, trueEX announced plans to launch a service to provide termination, compaction, re-balancing and back-loading services to clients of CME Clearing.[7]
In July 2013, truEX filed an application with the CFTC to operate a swap execution facility (SEF). The application was granted temporary approval as of September 20, 2013.
The company announced in March 2018 it planned to list non-deliverable forwards on bitcoin on a new subsidiary called trueDigital, which works on product development, sales and marketing for digital assets. The subsidiary partnered with ConsensSys, to develop a benchmark for ether and other digital products. The contracts will trade on the trueEX platform.[8]
In April 2013, trueEX obtained a license from S&P Dow Jones Indices to list futures contracts on three new credit indices:
S&P/ISDA U.S. 150 Credit Spread Index
S&P/ISDA U.S. Corporate 120 Credit Spread Index
S&P/ISDA U.S. Financial 30 Credit Spread Index
Also in April 2013, trueEX announced the launch of PTC (Portfolio Terminations and Compactions), a proprietary platform for reducing margin on swap positions.
Sunil Hirani, Co-founder, CEO
Jim Miller, Co-founder, head of product development
Tony Schiavo, Chief Technology Officer
Karin Wichman, Chief Legal Officer
Fran Kenck, Chief Regulatory Officer
Sara Lewin, Chief Administrative Officer
Lawrence Israeloff]], Chief Financial Officer
↑ Derivatives Entrepreneur to Launch Swaps Exchange. WSJ.com.
↑ S&P Dow Jones Indices Launches Credit Spread Indices Based on S&P 500; trueEX Licenses Indices to Create Credit Spread Futures Contracts. MarketWatch.
↑ Order of Transfer of Swap Execution Facility Registration. Commodity Futures Trading Commission.
↑ Trading Organizations - Designated Contract Markets (DCM). U.S. Commodity Futures Trading Commission.
↑ trueEX Unit to Launch Regulated Marketplace for Digital Assets. Press Release.
↑ trueEX plans to provide CME Group's clearing members and customers with trueEX's portfolio termination, compaction, re-balancing and back-loading services. PR Newswire.
↑ rueEX to Launch trueDigital Derivatives Marketplace for Digital Assets, Partners with ConsenSys. Crowdfund Insider.
Retrieved from "http://www.marketswiki.com/wiki/index.php?title=TrueEX&oldid=225761"
Sponsored Pages - DRW
MarketsWiki Page of the Day


text:
Q: Example code for java.util.zip.Deflater that uses batch modes for both input and output The example code in the javadoc for java.util.zip.Deflater is too optimistic, and assumes that you have a byte array containing all input, and a byte array that is large enough for the output. >:(
Is there an example somewhere that calls both needsInput() to add input in batches, and finished() to get output in batches? I can't seem to find one, and the docs are a little hazy about what is the right order of operations.
Example:

*

*I have a ByteBuffer that is a 100MB memory-mapped file

*I'm writing the output to a stream

*I have a these byte arrays of length 1024 for batches of input and output:
byte[] inbatch = new byte[1024];
byte[] outbatch = new byte[1024];

It seems like something like this might work, but I'm not sure, and I suspect there may be some subtle edge cases...
 Deflater deflater = ...;
 byte[] inbatch = new byte[1024];
 byte[] outbatch = new byte[1024];

 boolean inputDone = false;
 while (true)
 {
     if (!inputDone && deflater.needsInput())
     {
        int n = get_more_input(..., inbatch);
        if (n == 0)
           inputDone = true;
        else
           deflater.setInput(inbatch, 0, n);
     }

     if (deflater.finished()
     {
        if (inputDone)
           break;
     }
     else
     {
        int n = deflater.deflate(outbatch);
        handle_output(outbatch, n);
     }
 }


Great corner location Ground Lease runs from 12/1/16 – 11/30/26, option period is 10 years at FMV of land with 2.5% annual increases. The building has rooftop solar, currently leased to Hawaii Motorsports, LLC, Maui's the exclusive Harley-Davidson, Kawasaki, Honda, Yamaha, and KTM motorcycle dealer on Maui. Major opportunity for investors looking for an income generating property in one of Hawaii's hottest markets.
For more information and lease terms click here.


At the present time, Hope Lutheran does not regularly record and post its sermons and services; however, to sample the preaching at Hope, you may view Pastors Joel and Wendy as they were guest preachers and speakers for other churches.
Watch and listen to Pastor Joel preaching for the Thanksgiving Tabernacle anniversary celebration, November 3, 2013. Click here.
View Pastor Wendy preaching on Jesus' call and power for the call as All Saints Lutheran, Arlington, TX studied the baptism of Jesus on January 12, 2014. Click here.


UREC is committed to inspiring students and members to achieve a healthy, balanced lifestyle through recreational pursuits.
Reflecting the varied leisure and wellness needs of the University community, UREC provides extensive access to a widespread range of recreational activities and services. The Department offers programming which encompasses the competitive, passive, social, cultural, and instructional aspects of recreational activity. In addition, UREC manages the University's recreational and athletic facilities offering recreation, sport, and numerous multi-use options for student and university events.
UWM students, faculty, staff and eligible alumni affiliates (and their family members) can access our many programs and facilities. UWM students, through their fees have access to facilities, UREC services and may purchase additional services. UWM faculty, staff, emeriti and alumni affiliates (and their family members) are eligible to purchase a membership for access to our programs and facilities.


Oxford Handwriting for New South Wales is a comprehensive and engaging program designed to introduce and develop the fundamental skills of handwriting. It includes correct posture and grip models, opportunities to model and practise accurate letter formation and joining techniques, and activities to help every student develop a fluent automatic handwriting style. The Oxford Handwriting for New South Wales series is comprised of seven student workbooks for years K-6 featuring words from the most recent Oxford Wordlist as well as themes and characters from Oxford Reading for Comprehension.Key features of the handwriting books include:state-specific handwriting conventions for NSWengaging full-colour illustrationshelpful tips along the waycolouring-in opportunitiesself-assessment tasksnumber tracing activities.


text:
Top 10 List of Largest Cities in the World
The United Nations uses three definitions for what constitutes a city, as not all cities in all jurisdictions are classified using the same criteria. Cities may be defined as the cities proper, the extent of their urban area, or their metropolitan regions. The largest city by population using the city proper definition, which is the area under the administrative boundaries of a local government, is Chongqing, China. The largest city by population using the metropolitan area definition, which is a loose term referring to urban area and its primary commuter areas, is Tokyo, Japan. The largest city by population using the urban area definition, which is a loose term referring to a contiguous area with a certain population density, is also Tokyo, Japan.
There are 81 cities with a population over 5,000,000 people according to the United Nations 2018 estimates. The UN figures are a mixture of city proper, metropolitan area, and urban area. Several cities such as Jakarta and Seoul have significantly larger metropolitan/urban population figures which are excluded on the UN data.
UN 2018 population estimates
City proper
(Demographia)
(km2)
Tokyo Japan 37,400,068 Metropolis prefecture 13,515,271 2,191 37,274,000 13,452 37,977,000 8,230
Delhi India 28,514,000 National capital territory 16,753,235 1,484 29,000,000 3,483 29,617,000 2,232
Shanghai China 25,582,000 Municipality 24,183,000 6,341 N/A N/A 22,120,000 4,068
São Paulo Brazil 21,650,000 Municipality 12,252,023 1,521 21,734,682 7,947 22,046,000 3,116
Mexico City Mexico 21,581,000 City-state 8,918,653 1,485 20,892,724 7,854 20,996,000 2,386
Cairo Egypt 20,076,000 Urban governorate 9,500,000 3,085 N/A N/A 19,372,000 2,010
Mumbai India 19,980,000 Municipality 12,478,447 603 24,400,000 4,355 23,355,000 944
Beijing China 19,618,000 Municipality 21,707,000 16,411 N/A N/A 19,433,000 4,172
Dhaka Bangladesh 19,578,000 Capital city 14,399,000 338 14,543,124 15,443,000 456
Osaka Japan 19,281,000 Designated city 2,725,006 225 19,303,000 13,228 14,977,000 3,019
Rama Sharma is online reader and editor. You can read her articles and can gain some knowledge. It's a Fun learning!!
विश्व में 10 सबसे बड़े रेगिस्तान कौन से है?
four + 5 =
NatureWorld
रेगिस्तान एक ऐसा क्षेत्र है जो बहुत कम वर्षा प्राप्त करता है। रेगिस्तान गर्म या ठंडे हो सकते हैं। अधिकांश रेगिस्तान काफी बंजर हैं क्योंकि अधिकांश पौधों और जानवरों के जीवन के लिए शुष्क परिस्थितियां बहुत प्रतिकूल हैं।...
Top 10 List of highest mountains on Earth
There are at least 109 mountains on Earth with elevations greater than 7,200 metres (23,622 ft) above sea level. The vast majority of these mountains are located on the edge of the Indian and Eurasian continental plates...
Top 10 List of Best Selling Books in the World
Here is lists of best-selling individual books and book series to date and in any language. "Best-selling" refers to the estimated number of copies sold of each book, rather than the number of books printed...
भारत में 2020 में सबसे ज़्यादा क्या सर्च किया गया?
दुनिया में 10 सबसे ऊंची इमारतें
Top 10 Smallest Countries by Population in 2020
विश्व में शीर्ष 10 गेहूं उत्पादक देश
Top 10 Non-Chinese Brands of Smartphones in India
Top 10 Largest Countries in the World by Area


text:
SpaceX will apply for an exemption from US sanctions against Iran in a bid to offer its satellite internet service to the country, owner Elon Musk said on Monday.
"Starlink will apply for an exemption from sanctions against Iran," Musk said in response to a tweet from a science reporter.
Musk had initially announced that the Starlink satellite internet service had been made available on every continent – "including Antarctica" – with the company planning to launch up to 42,000 satellites to boost connectivity.
Iranian-born science journalist Erfan Kasraie had said on Twitter that bringing the service to Iran could be a "real game changer for the future" of the country, which elicited Musk's response.
Launched at the end of 2020, Starlink offers high-speed broadband service to customers in areas poorly served by fixed and mobile terrestrial networks through a constellation of satellites in low earth orbit.
The service received notoriety after supplying antennas and modems to the Ukrainian military to improve its communications capabilities in its war with Russia.
Starlink is monetised through the purchase of antennas, modems, and subscriptions with rates that vary by country.
Nearly 3,000 Starlink satellites have been deployed since 2019 and SpaceX is conducting about one launch a week, using its own Falcon 9 rockets to speed up its deployment.
Iran has been under a tightened US sanctions regime since former president Donald Trump terminated a 2015 agreement over its nuclear activities.
While current President Joe Biden supports a renegotiation of the deal, Iranian insistence on long-term guarantees from Washington has stalled discussions.
New rounds of sanctions were imposed on Iran this month after a Tehran-based company helped ship drones to Russia, and in response to a massive cyberattack targeting Albania in July allegedly carried out by Iran's intelligence ministry.
Elon Musk's SpaceX in Talks With ESA to Allow Temporary Use of Its Launchers NASA's James Webb Space Telescope Detects Carbon Dioxide in Exoplanet Atmosphere AI-Generated Artwork Wins State Fair Art Contest, Internet Calls It "Death of Artistry" ISRO Set for Commercial Launch of 36 OneWeb Broadband Satellites Aboard Heaviest Rocket LVM3-M2
NASA's InSight Mars Lander Records Vibrations of Space Rocks' Impact on Mars Surface: All Details


text:
Home	News	Google Docs Make Major Updates That Could Potentially Replace Microsoft Office 365 (GOOG)
Google Docs Make Major Updates That Could Potentially Replace Microsoft Office 365 (GOOG)
by Selma Khenissi August 27, 2014
written by Selma Khenissi August 27, 2014
Productivity just became a cool gadget.
Google Docs announced a whole slew of updates that put the service in the position of a serious contender to Microsoft 365. One of them has been announced as ready to go, but another is planned for a later release. But Google Docs has a competitor called Microsoft Office 365. However, the problems that are related to Microsoft Office 365 could make Google Docs the better software to use.
Just what are these updates?
Google Docs is planned to be more convenient for people to use, especially for those who are legally blind. The updates are supposed to be able to support software that are designed for blind readers. The names that were listed are JAWS and ChromeVox. And multiple languages are made available for those who need to use another language besides English.
As an added touch, Google Docs updates will include tools that make the software more compatible with handheld devices. Besides page numbers that listed on every page, entire documents can be selected for print with the touch of a button.
But the main goal of Google Docs is to streamline and make easier the presentations and documents that are expected to be top-notch at work and at school. Varied fonts, text sizes and colors are touted as diverse and easily made available. The updates will also allow people to comment on the submitted documents and presentations.
The planned updates are explained as a response to user requests and suggestions. Examples of suggestions included a wish to merge table cells on Google Docs and a request to make Google Docs more compatible with the iPad.
How do Google Docs compare to Microsoft Ofiice 365?
Microsoft Office 365 is also advertised as great office tool, but mainly in the business world. And the product contains less of a novelty feel for potential users because the familiarity of Microsoft Office is highlighted. However, Microsoft Office 365 offers new mediums for Microsoft Office to be used, which makes the software appealing for less computer-savvy employees and employers who find it a struggle to learn new technology.
Microsoft Office 365's community blog is less about technological novelties and more about delivering the same old, same old that many people know about Microsoft Office after using the software for many years. For example, concerns about data loss when technological functions lead to unsaved data are highlighted. Another example reveals a plan to figure out how Microsoft Office 365 software administrators can improve their abilities to solve problems that occur while using the Microsoft Office 365 software.
However, an important difference between Microsoft Office and Microsoft Office 365 is that users have the option of sending instant messages to fellow work partners. But the forums indicate that the current instant messaging software, called Lync, can have issues. One user complained about the Lync instant messages never staying on file, and the issue still hasn't been resolved. Google, on the other hand, already knows how to do that on Gmail in a reasonably straightforward manner. Another issue with Lync came up on August 26, 2014 that involved compatibility issues with Windows 8.1 and crashing on a frequent basis.
Which software makes more sense to use?
Instant messaging is becoming an increasingly attractive option to use while working on projects, so Microsoft, until it fixes the major issues that customers have with Lync, loses that round to Google.
The other issue is pricing. Google Docs is advertised as being available to use free of charge. However, data usage rates could still apply, depending on the hardware that is used. Microsoft Office 365, on the other hand, requires users to pay a certain amount per month. Depending on the chosen service on Microsoft Office 365, the monthly fee varies from $5.00 to $12.50. It is unclear how useful Microsoft 365 is for businesses. The targeted business sizes are small and medium businesses, but there is no feedback from customers on how influential this software was on their business earnings.
The last issue is target audience. If Microsoft is mainly targeting small- and medium-sized businesses, then the product has less appeal for large audiences. Google Docs is an applicable tool for many more users. If the majority rules supreme, then Google Docs win for the moment. However, a rematch between the two software technologies lingers as a possibility.
Google DocsMicrosoft Office 365
Selma Khenissi
Selma is currently a Master's student in Journalism at Georgetown University. She loves keeping herself up to date on the quirky and fun ways to spend time. Outside of screen time, she likes to read and drink tea.
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Cory Joseph has been big part of the Longhorns success this season.
After a few seasons of having one of the deepest rosters in college basketball, this Texas (16-3, 11-3 ATS) squad is thin by comparison. That's not necessary a bad outcome, with Rick Barnes using mostly seven man rotation and the under the breath bickering has stopped, leading to greater team unity. Freshmen forward Tristan Thompson and guard Cory Joseph have been eager to please and fit like a saddle on this Texas horse. They'll have to face Cowboys club that is a handful on home court. The Longhorns have had their way with quality opponents this year with 6-0 ATS record versus teams shooting 45 or higher and with a defense that permits 42 percent or less of shots made.
Will Oklahoma State (14-5, 9-4-1 ATS) be able to hold up to the rigors of Big 12 play with so many teams that have diversity of style? This will be yet another test for Cowboys squad that has surpassed pre-season beliefs. Forward Jean-Paul Olukemi is one of the top newcomers in the league and has fit in well along Darrell Williams and Marshall Moses. The backcourt has athletes that scorch the nets with the likes Keiton Page and Ray Penn as deadly shooters. The Cowboys are sizzling 8-1 ATS in home games versus teams outscoring opponents by eight or points a game the last two seasons.
Okie State is 7-6 SU & ATS when Texas hits Stillwater.


text:
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They Can Either Do It By Passing The Ball To Another Teammate Or Running With The Ball Towards The End Zone.
Despite this, the club managed to expand their capacity in the followed today, the current framework of the game was given in the mid-1800s. The game has been exported to several countries, and all of them are created equally, both แทงบอลออนไลน์789 in terms of the sewing and the design แทงบอลออนไลน์ itself. Fullback: A fullback stands behind the middle in the more protective gear needs to be worn by the player for protection. This is one of the very crucial positions on the and thought it would be a เว็บแทงบอลออนไลน์ good idea to pick up ufabet the ball in his hands and run unchallenged instead.


Our Project Controls Gatherings are a great opportunity for our members to discuss industry issues, share ideas and form new connections.
Have you ever considered attaining a professional certification in Planning/Scheduling?
Look at this blog post to learn various internationally recognized certifications you can acquire in planning/scheduling and the eligibility requirements for each certification.
What makes the Gantt Chart so essential is that it simplifies something that is complex. It gives us a snapshot and a trend that our brain can digest rather than just text and numbers. Getting the Gantt Chart to look the way you need it is a really key skill for Primavera users.
This article explains how to shade non-work time on the Activity Gantt Chart in Primavera P6, to show clearly what days are workable and which are non-working.
THROWBACK TO OUR PP PROJECT CONTROLS GATHERING IN PORTLAND, OREGON!
The first meeting of the Portland Oregon (USA) Planning Planet Project Controls "networking and social" group successfully took place on Saturday the 18th at a local pub in nearby Vancouver Washington. It was a small but enjoyable group of likeminded Project Controls professionals who participated in lively conversations centered around project controls, work history, and favorite beverages.
While it has yet to be formally scheduled, the next meeting will most likely involve strolling through a local evening street fair in the Pearl District of downtown Portland.
Thank you David Doughty for sharing your experience! If you would like to share your PP Project Controls Gathering experience with us, or share any photos, please email them to James at james.williams@planningplanet.com.
Remember to keep an eye out on our events page for an event near you, or alternatively email James to set one up of your own!
Can you help with this query on our forum? You have a milestone in your schedule and you want it to reflect the earliest of it's predecessors rather than its last. Any idea how i can do this with Primavera 6?
For £7.50 a month subscribers have access to online self-assessments where they can measure and visualise their skill levels.
If subscribers wish to improve and fill knowledge gaps this subscription supplies tools that will help them improve and re-assess whenever they want to prove the improvement they have made.
Get involved and check it out here here!
By better visualising and presenting summaries of complex project information you can bring more informed decisions, manage project more efficiently and ensure their on time and on budget project completion. You can now accomplish all off this with PrimaveraReader PRO version's dynamic Graphical Reports that create rich visual data presentation with just one click of a button.
Watch the webinar recording to get acquainted with the new PrimaveraReader PRO.
When it comes to long term project planning and management, several challenges and difficulties can arise which require a total rethink of the project's future or scope, all the way up to having to abandon it or adopt a whole new working approach. Loss of focus, the slowing of progress, a lack of immediate results, poor diligence and losses in productivity are only a few of the perils that can strike long-term projects. To avoid these, a good PM needs to be able to prepare for almost every eventuality successfully.
Although many will advocate that, "it's the journey that matters most, not the destination", in project management there is a need to achieve both: a productive journey and a successful arrival at the planned destination.
As difficult as it may seem, there are always a few useful tips that, when put in practice, can shed greater light upon your path and assist in planning for long term projects, delivering them on time and, most importantly, successfully.
Managing project milestones is one of the most important elements of project management success. Unfortunately, it's also among the most confusing and misunderstood. This is because milestones aren't just simple "sign posts" along the project life cycle. They're pivotal checkpoints that trigger evaluations, updates, reports, payments and other key events and decisions. Download our complimentary "The What, Why & How of Project Milestone Planning". Click here.
The Compendium and Reference (CaR) is a document which forms The Guild Standards. We have where possible offered advice as to previously written material which is in the public domain and proven to be of such quality that it can be used as a reliable reference of "best tested and proven practice".
The CaR forms the knowledge domains and reference for all Guild Certifications and is a living document being continually improved, supplemented and updated by the Guild community to reflect improvements to practices, opinions and methods in our chosen profession.
The Guild is ready to receive suggestions at any time for updates to the CaR Standards.
Take a look at the Compendium & Reference here.
Every organization has both a formal structure, shown by the organization chart, and in informal structure that forms the culture of how the organization works. This informal structure, the culture, is created by the unwritten rules of the organization, and it can have a significant impact on the success or failure of any internal project.
One moment it's all coming in on-time and everything nicely to budget, then crash, it all hits the proverbial fan. Disagreements break out, deadlines get missed and stakeholders are far from pleased. Knowing how to solve problems can be difficult enough in itself, so having to do so while making sure the project stays on track can be even tougher. To help you get an idea of what kind of problems can arise mid-project and how they can be dealt with, we've decided to take a closer look at some common issues.
After exporting activity table data from Primavera P6 into Microsoft Excel it's very hard to tell which activity belongs to which Work Breakdown Structure element. This is one way of fixing this tricky issue.
If you're at the helm of a project that has fallen behind schedule, then be assured that you aren't alone. Despite the fact that the science of project management has been around for decades and the profession is booming, most projects still fail to reach the finish line on time. In fact, a study published in Harvard Business Review analyzed nearly 1500 projects and found that a one in six had a schedule overrun of 70 percent! Read more here.
From this tool you will be able to ascertain your strengths and weaknesses against the many years of research that the Guild has ascertained are the capability expectations required for your role.
What is needed to come up with a production rate, cycle time or build time (often called "norms"?
This post will show you how trace logic to a targeted activity on your project by utilizing Multiple Float Path functionality in Primavera P6. This will allow you to focus on the work that is leading up to the targeted activity, which may not be on the project's critical path. Let's say you have a major Stakeholder on your project that has a Grand Opening Planned for a new store that is depending your work in the area being completed. The Grand Opening is a major event and not something you want to slip. The traditional Longest Path and Multiple Float Path Gantt Charts are not useful as they focus on project completion and not this targeted activity. Read more here.
Can you help with this query on our forum?
I'm having a problem importing MS Project files (2007 format) into Primavera V7.0. Is there any workaround or fix on this thing? MS Project 2007 doesn't allow me to save in the MPX format and Primavera only accepts MPX and XML import formats.
Region 5: Symposium Nov 2-3 2018 Houston TX.
We have to start off by asking if we are chasing a holy grail – there are plenty of examples of projects and programmes that did not generate confidence which readily spring to mind, but not so many examples that did generate confidence, if we are being honest!
Industry is becoming normalised to time and cost overruns, which simply can't be something we can tolerate. Railways, roads, power stations – nothing is immune.
This is not exactly news, but how or why it happens is often misunderstood... continue reading here.
HOW CAN I USE A SINGLE RESOURCE THAT IS NEEDED FOR MULTIPLE CONCURRENT ACTIVITIES?
The owner is requesting a schedule that has an "access" resource assigned to each activity, but the project requires that several activities will be performed from the same "access" concurrently in the same location. How would you go about assigning a single "access" resource to multiple activities that will be used concurrently? Take a look here.
At the completion of a project which is behind schedule, Schedule Variance (SV) is equal to zero, and the Schedule Performance Index (SPI) equals unity. We know the project completed late, yet the indicator values say the project has had .perfect schedule performance!! A senior executive receiving the project performance report, minimally knowledgeable of EVM, cannot understand why he has an angry customer screaming, "Your product delivery is late!" This paper discusses the dilemma with the EVM schedule indicators, SV and SPI.
To support the subject of Scope Definition and Scope Management we came across this useful resource of sample Work Breakdown Structures (WBS) that might be of use to people.
Oracle has just released Primavera P6 18.8 and here's a look at what's new in Primavera P6 Professional version 18.8.
High predictability, being as accurate as possible as early as possible, has historically been difficult and particularly in Engineering & Construction projects. Project complexity, limited visibility into performance, and human factors that obscure and delay forecasts have restricted the ability to proactively manage cost and schedule outcomes.
In this webinar, we look at the information, processes and tools necessary to unlock predictability and world-class projects performance.
Session 1: Wed, 5 Sept.
Session 12: Wed, 5 Sept.


Great new video out from The Virginmarys today, and premiering on the Wall Street Journal: "Motherless Land".
Young lovers, hobos, train-hopping, beautiful landscapes, emotion, music, more trains... don't we all sometimes just want to go jump a freight train and ride around this huge, extreme, country? The video is directed by Kyle Cogan and produced by Drew Morris, involved a 1,500 mile road trip plus the train riding, and it's gotten me packing a little backpack and digging my Docs out of the closet.
Take a listen. Watch the video. This one rocks.


text:
Q: How to add MenuItem's to a MenuBar in Vaadin Declarative UI? The MenuItem components are not added to the MenuBar:
<v-menu-bar _id="menu" width="100%" />
   <v-menu-item caption="Option 1"/>
   <v-menu-item caption="Option 2"/>
</v-menu-bar>-->

A: Found this MenuBarDeclarativeTest which suggests that items should be defined with just "menu".
String design = "<vaadin-menu-bar auto-open='' tabindex=5>"
            + "<menu checkable=''>Save</menu>"
            + "<menu description='Open a file'>Open</menu>"
            + "<menu disabled=''>Close</menu>"
            + "<menu icon='http://foo.bar/ico.png'>Help</menu>"
            + "<menu visible='false'>About</menu>"
            + "<menu>Sub<menu>Item</menu></menu>"
            + "<menu more>WTF?!</menu>" + "</vaadin-menu-bar>";

The same is suggested by the MenuBar sources
   public void readDesign(Element design, DesignContext designContext) {
    super.readDesign(design, designContext);
    Iterator i$ = design.children().iterator();

    while(i$.hasNext()) {
        Element itemElement = (Element)i$.next();
        if(itemElement.tagName().equals("menu")) {
            MenuBar.MenuItem menuItem = this.readMenuElement(itemElement);
            if(itemElement.hasAttr("more")) {
                this.setMoreMenuItem(menuItem);
            } else {
                this.menuItems.add(menuItem);
            }
        }
    }

    this.setHtmlContentAllowed(!design.hasAttr("plain-text"));
}

However the main menu tag should be v-menu-bar instead of vaadin-menu-bar or you'll get a com.vaadin.ui.declarative.DesignException: Unknown tag: vaadin-menu-bar, at least with version 7.5.6 which I am using for the time being.
Using "v-menu-bar" & "menu" I got a fairly normal result :-)


This is one of my favorite Restaurant Marketing Ideas that will Double Your Profits!
If you are a restaurant owner, operator, or manager, just getting into the business or if you've been in the business forever, you're in the right place. Today we're going to talk about one of my restaurant marketing ideas, or dare I say one of my most important and valuable restaurant marketing idea, which will ultimately lead to doubling your profit.
See I get phone calls and e-mails all the time from people that want to know how they can double their business. What they really mean by 'doubling their business' is they want to double their profits. The difference really is, when you say you want to double your business, you're talking about adding more marketing, adding more labor and adding more expenses, which will hopefully lead to more profits. I'm going to share with you a 3 step process that won't cost you any money in marketing, in advertising, in added labor and really, not much more extra time.
What that's going to do is allow any new revenue to go right to the bottom line, with out any added expenses! And that's why this formula is so simple to not only execute, but to understand!
That means if you're serving an average of 100 customers a day, you simply need to bump that up to a 110 customers a day.
I want to share with you my best tip for getting more customers in your restaurant without spending any money and that's called Online Review Engagement. A lot of us are engaging currently online with our customers but we're not doing it correctly, in the native way, that they want to be heard and listened to, depending on what platform you're working on. The way we talk to customers is very different on Twitter to Facebook to Yelp to Vine to Instagram or any of the social media platforms out there.
If you are not certain that you are engaging with your customers 100% accurately, in the way they want to be engaged with online, then send me an e-mail and just tell me the name of your business and city that you are located in, so I can do a quick little search of your social media. Then we'll get on the phone for a half hour or so. I want to share with you some of the things you're doing right and maybe some areas for improvement. This is so important, this is game changing, this is real life changing stuff when you figure out how to properly engage with your customers online, especially with reviews.
Meaning we want your regular customers to come into your restaurant 10% more often. So if you're average customer, visits 10 times a month, or if you're a higher end restaurant, maybe you find that your average customer comes in 10 times a year. We need to bump that up 1 more visit, to eleven times a month or eleven times a year.
The best way to do this is, is to quite simply learn more about your customers. Take the time to learn their name, learn what they like, learn what their regular order is. Your cashiers, servers and hosts need to do the same.
Did you know that the sweetest word we can hear is our own name? When a customer walks in your restaurant if your hosts can greet them as Mr. and Ms. so and so and let them know that we'll put them at the regular table, or apologize to them that their regular table isn't available, but you're putting them at a different table and then ask if you can get their regular drink or your regular appetizer for them.
That's another game changer right there that will increase your customer visits by way more than 10%, and again, it's not going to cost any money at all.
Getting your average customer to spend 10% more money.
If your check average is $10, you just need to bump that up to $11, that's SUPER easy. If you've got an appetizer that sells for $6, you don't need everyone to order that depending on your check averages you might only need 1 out of 4 or 1 out of 5 people to order that 1 extra appetizer, in order to up your check average by that 10%.
Another quick and easy way to increase check average is through proper menu engineering. Menu engineering is HUGE, and again shoot me an e-mail, send me your menu, let me take a look at it and let's get on the phone and talk about it.
I have had huge success with my customers by just making 1 or 2 minor changes on their menu.
Did you know that your menu should not have a dollar sign anywhere on it?
That's just one of the signals that sends out a message to your customers about money. And that's just one of the 30 or 40 things on my menu engineering checklist that we can go over. If you want to boost your check average by 10% with menu engineering, we're talking about easy stuff here, a couple of hours of our time together and maybe 40-50 bucks to reprint your menus and the results can be huge.
You might be asking how that works? Well I can show you mathematically but its kind of boring and complicated math. It does work and it's simple because those little increases aren't costing you any extra money. That's the key here, there's no extra money spent on advertising, no extra labor, your only increase is really the extra amount of food or drink that you're gonna sell.
We've all had those days in restaurant when you got a little busy and we've done 20% or 30% more than we planned on for that day. With no extra labor we were able to handle it, we were able to rock it out and that's why this formula works.
I want to leave you today with just one simple thought, that's it but I do need you to focus on something.
I want you to focus on your customer's needs, wants, desires, fears and beliefs. At the end of the day we're in business to serve our customers, not to serve ourselves. We need to know, what do our customers want, what are they afraid of, what do they believe in, what do they desire, what are their wants and what are their needs?
That's where the magic is in this business. If you give your customers what they want, they will more than return it to you 10 fold.
This has been Ryan Gromfin with www.TheRestaurant Boss.com as well as www.RestaurantCoachingClub.com. Wherever you're watching this from, please Subscribe to me on Youtube, Follow me on Facebook and Follow me on Twitter there will be a place for you to comment below this video, please write some questions or comments, I'd love to hear from you. I do reply to every single one of them personally.
I look forward to hearing from you guys soon. Go Out There and Just CRUSH It..!!!


text:
Lake Seminole er en sø og   vandreservoir beliggende i det sydvestlige hjørne af Georgia ved grænsen til Florida, som drives af  United States Army Corps of Engineers. Floderne  Chattahoochee and Flint River løber sammen i søen, før de passerer Jim Woodruff Sluse og dæmning, som opstemmer søen, og fortsætter som Apalachicola River. Søen  har et areal på 152 km² , og en kystlinje på omkring 605 km

Referencer

Eksterne henvisninger

Georgia
Søer i USA

redpajama_set_name: RedPajamaWikipedia