The label now features an varied and award-winning collection of recordings including Allegri's Miserere and Tallis's Spem in Alium; an extensive collection of Bach and Handel titles including Mass in B minor, Lutheran Masses, Messiah, Saul and Jephtha; Requiems by Victoria, Brahms and Fauré; three volumes of Monteverdi's Selva morale e spirituale and his Vespers of 1610. The label has released premiere recordings of works by Antonio Teixeira, James MacMillan, Will Todd, Tarik O'Regan, Matthew Martin and Roxanna Panufnik to name but a few, and has also worked with the BBC Philharmonic and Academy of St Martin in the Fields, both of whom feature on CORO recordings.
The launch of CORO DVD in 2008 allowed the label to release Series One of the BBC's groundbreaking Sacred Music as well as five of the subsequent programmes in the series.
Founder and Conductor, Harry Christophers, is also Artistic Director of Boston's celebrated Handel and Haydn Society (H+H) and since 2010 CORO has released all of their recordings.
In June 2015, CORO Connections was launched. At CORO it is our aim to nurture and develop the huge talent within the ranks of The Sixteen and H+H and, through the label, present some of the finest young artists of the early music world to audiences far and wide. Connections is the new strand of the CORO record label which features recordings by our guest artists, all of whom have links to Harry Christophers, The Sixteen and H+H. We are proud to have recordings by Sarah Connolly, Elin Manahan Thomas, Robert Quinney, The Eybler Quartet, The Hilliard Ensemble and Le Jardin Secret on the label.


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Home Personalities Show Structure
Coaching Talent: Creating a For The Show Mentality
Setting Expectations for Radio Personalities
Casting a Show: Dick, Dork, and Dear
The GIFS System Seminar on Demand
Character Roles: Generator-Responder-Instigator
One of the trickiest parts of casting a radio show has nothing to do with finding great talent. That should be a priority for each cast member. Show chemistry is a consideration, but that's...
Your Show Needs a Mission Statement
It's easy to think a Mission Statement is boring busy work created by companies that have minimal impact on actual performance. Many statements are purposeless, meaningless paragraphs filled with mumbo jumbo that is almost...
Casting a Show: Hosts
Developing a winning radio show involves far more than just hiring talented folks and putting them on the air. Great broadcasters look at it the way a producer casts a movie. They find personalities...
Casting A Show: How To Fine-Tune Host Skills
Hosting a radio show with multiple personalities is hard. It's kind of like juggling knives and herding cats - at the same time. Fortunately, it's possible to develop strong host skills. In this article,...
Casting A Show: Host Is Like Hosting a Party
Hosting a party is hard work. It just doesn't seem like it to guests. The host is almost invisible at a great party. But they are the key to success. In this article, I compare...
Casting a Show: Perform The Role
In my seminar on demand, Casting a Radio Show, I show managers and programmers how to put together a team of performers that become greater than the sum of the parts. There are multiple...
Casting a Radio Show: Cohosts
Winning as a team requires sacrifice. It demands every player put aside ego and dedicate themselves to winning as a team. Most personalities embrace the idea of team-first until it's time to put a...
Uh Oh: Research Says Radio's News Problem Has Reached The Danger...
Radio stations that depend on news and information have trended down, down, down. "It's not us", they said. "It's PPM." Well, it's time for...
How to Have A Stronger Personality Presence Without More Talk
Promotion: The Fugitive
How to Structure a Relationship Feature
How To Get More Value From Local Interviews

redpajama_set_name: RedPajamaCommonCrawl


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The Scenic Route > Travel Destination Guides > Southwest > How to Spend 3, 5 or 7 Days in New Mexico
How to Spend 3, 5 or 7 Days in New Mexico
Exploring New Mexico may be the beginning of a lifelong love affair with the Southwest.The northern half of "The Land of Enchantment" is the New Mexico of popular imagination,with its desert landscapes, adobe-style architecture and rich culture abundant in two of the state's most popular tourist destinations: Santa Fe and Albuquerque.
With one of these two hub cities as your base, use our guide to customize your perfect family trip —whether you're visiting for a long weekend or a whole week.
Fly into Albuquerque International Sunport:
Drive about 3 miles north to downtown Albuquerque
Drive about 70 miles northeast to Santa Fe
With history, museums, cuisine and art galleries galore, the country's oldest state capital has plenty to keep you busy. At the top of many people's list are the abstract paintings from Santa Fe icon Georgia O'Keeffe. After you've had your fill of American modernism, there's still a ton left to see and do that will keep your whole family entertained.
3-Day Trip: Explore the 'City Different'
If you're only in New Mexico for a long weekend or a quick getaway, Santa Fe has plenty to offer. First, head to the city's historic Railyard district, which is full of vibrant art galleries, shopping and entertainment for grown-ups, while its imaginative children's playground will put a smile on your little one's face. The district also hosts the weekly Santa Fe Farmers' Market, brimming with produce vendors, street performers and sweet-treat purveyors like Cloud Cliff Bakery. For a family-friendly meal, try nearby Cowgirl BBQ, which has an outdoor Kid Corral play area.
Looking for a hands-on experience of the city's art scene? Wander, climb and crawl through Meow Wolf, a mind-bending, 20,000-square-foot art installation-meets-jungle gym that's less than 4 miles southwest of the Railyard district. Designed by a local high-tech artists' collective, Meow Wolf has been described as real-life virtual reality, full of immersive storytelling and interactive games and puzzles. Bonus weirdness: Giant spider and robot sculptures stand guard over the parking lot.
From a glowing Glitteropolis to interactive stories and games, travelers can engage with New Mexico's creative arts scene at Meow Wolf. Photo courtesy of Jason Eppink, Flickr.
Next, venture outdoors, where New Mexico's high-desert beauty beckons buckaroos big and small to climb in the saddle. About 25 miles south of downtown, Broken Saddle Riding Company offers one- to three-hour horseback riding trips among the rolling hills and dusty creek beds of Cerrillos Hills State Park. Film buffs may recognize the location from the 1980s "Brat Pack" Western "Young Guns."
5-Day Trip: Visit Bandelier National Monument and Los Alamos
If you've got a bit more time in the area, drive 40 miles northwest of Santa Fe and more than 500 years back in time to the Ancestral Puebloan cliff dwellings of the lush Frijoles Canyon, now known as Bandelier National Monument. The easy, 1.2-mile Main Loop Trail leads to the stone remnants of a massive canyon-bottom pueblo and continues alongside the cavelike cliff dwellings — some of which are accessible by wooden ladders.
See ancient cliff dwellings that are more than five centuries old at Bandelier National Monument.
About 12 miles north of the monument, grab lunch in Los Alamos, the once-secret city now known as the birthplace of the atomic bomb during World War II. The Bradbury Science Museum uncovers the history of the nuclear Manhattan Project and features hands-on exhibits for kids in its TechLab.
7-Day Trip: Take in Taos
About 70 miles north of Santa Fe (via State Road 68) lies the artsy town of Taos. Nestled between the Sangre de Cristo Mountains and the Rio Grande Gorge, Taos warrants a one- or two-night stay and offers lodging from casual motels to charming and artsy B&Bs, like the American Artists Gallery House. Travelers planning weeklong New Mexico vacations can easily arrange an overnight in the Taos area and enjoy rafting on the Rio Grande, summer hiking and winter sports in Taos Ski Valley and exploring the 1,000-year-old adobe dwellings of Taos Pueblo.
From views to zoos, New Mexico's largest city offers a wealth of attractions — and providesa convenient base for daytrips and an overnight excursion to Carlsbad Caverns NationalPark.
3-Day Trip: Experience the 'Duke City'
If you're planning a short New Mexico getaway, Albuquerque has plenty to keep you busy. Families flock to ABQ BioPark along the Rio Grande for its excellent zoo, home to more than 900 animals. The park's aquarium brings toothy predators of the deep to the desert in its 285,000-gallon shark tank. You'll also find a lovely botanical garden, plus the Tingley Beach fishing ponds, where you can cast a line or rent a pedal boat.
Next, head 2 miles north and keep your eyes peeled for the colorful geometric dome atop Explora Science Center and Children's Museum. The center enthralls younger kids with hundreds of hands-on science, technology and art exhibits — from soap bubble experiments to a high-wire bicycle ride. Still hungry for brain food? Head next door to the New Mexico Museum of Natural History and Science and catch a planetarium show or 3-D movie.
For more high-flying fun, drive about 15 miles to Albuquerque's northeastern outskirts and board a gondola at Sandia Peak Tramway, the country's longest aerial tram ride. The desert view along the 15-minute "flight" to the 10,378-foot crest line of the Sandia Mountains is a knockout at any time of day, but sunsets can be breathtaking. Plus, you'll see the twinkling city lights on the ride down.
For unforgettable views from more than 10,000 feet high, go for a 2.7-mile ride inside a Sandia Peak Tramway gondola. Photo courtesy of gardener41, Flickr.
5-Day Trip: Follow the Turquoise Trail
For those planning longer vacations, you may be considering a drive from Albuquerque to Santa Fe or vice versa. As an alternative to Interstate 25, the 50-mile route along Turquoise Trail National Scenic Byway (State Road 14) winds through the piñon pine-studded hills east of the Sandia Mountains. The route's Old West mining towns are now filled with quirky shops, art galleries and eateries. For lunch, try a green chile cheeseburger at Madrid's Mine Shaft Tavern. In neighboring Cerrillos, stop by Casa Grande Trading Post & Petting Zoo so your little travelers can feed the goats some lunch, too.
7-Day Trip: Venture Under (and Out of) This World
If you're spending a week in the Land of Enchantment, head south and deep underground to the subterranean wonderland of Carlsbad Caverns National Park, a 4.5-hour drive from Albuquerque via U.S. 285, for an overnight adventure. Get an early start to spend the better part of a day exploring the stalactites and stalagmites in caves like the Big Room and Kings Palace. Hit the pillow at one of nearly two dozen motels in the town of Carlsbad, about 20 miles north of the park.
Discover the depth of New Mexico inside Carlsbad Caverns.
Returning to Albuquerque, break up the drive with a stop in Roswell, the unofficial UFO capital of the world. The city trades on its 1947 Roswell Incident alien fame with extraterrestrial-themed museums, gift shops and even a flying-saucer-shaped McDonald's.
Eli Ellison is a travel writer who specializes in the American Southwest. His work has appeared in numerous publications, including the Los Angeles Times, AAA.com and WorldHum.com.
Next Stop: Adventures in Albuquerque
Planning a trip to the Southwest? Albuquerque, the most populous city in New Mexico, has plenty of family activities to choose from.
Rent Car, Will Travel: Amazing Southwest Drives and Day Trips
With vast stretches of desert, majestic mountain ranges and the breathtaking Pacific coast, families will find the sights and activities of the southwestern United States as diverse as the region's exceptional landscapes.
How to (Happily) Day Trip with Your Kids
As a family, we are very, very bad at staying put. Even when we fly off to some faraway destination together, we have a tendency to hop into our rental car and go other places
Planning a trip to New Mexico?
Book your car now to make sure you don't miss a single site!


Omarion sets up shop in Astoria, Queens alongside Pusha T and Fabolous for the video of his latest single "Know You Better," directed by TopShelf. Watch as they lay their cards out on the table for their special ladies in the behind-the-scenes footage above. Maybach Music Group's forthcoming Self Made, Vol. 3 drops on September 17.


Quality hot mix asphalt products are available from our facilities from mid-April through mid-November. Special mixes can be designed for any project at an additional fee. UPM Pre-Mix is available at our Ottumwa plant from 7:00AM to 5:00PM, Monday - Friday, year round.
Our Ottumwa plant is across the road from our main office at the Ottumwa Industrial Airport. We can supply a variety of mixes for your projects.
Our Harvey plant is just a few miles east of Knoxville and south of Pella. Depending on volume and crew availability, we can make the following products for your project needs.
Our crews are experienced in all type of pavement placement from patching to driveways, parking lots, city streets, county roads, major highways, and interstate highways. From site preparation to finished project, NAP Co. is your one source for HMA pavements.
Our award winning Quality Control Department can design a mixture specifically suited to your needs.
Roadstone is a crushed limestone with fines included to provide a compactible surface. Base rock products are typically used under various paved surfaces.
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Norris Asphalt Paving Co. produces and lays down approximately 400,000 tons of hot mix asphalt each year.


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Railways: Todmorden
Kitty Ussher
To ask the Minister of State, Department for Transport with reference to his contribution of 15 October 2009, Official Report, columns 547-48, on the Todmorden rail link, what recent assessment he has made of the prospects for a fast direct train link from Burnley to Manchester via the Todmorden curve; and if he will make a statement. (323001)
Chris Mole
The Department for Transport has had recent discussions with the scheme promoters, Network Rail and Northern Rail about the provision of a direct service between Burnley and Manchester via a reinstated curve at Todmorden. It has been confirmed that such a scheme is feasible, but it would require capital funding of around £7 million for the reinstatement of the Todmorden Curve and it is most likely that ongoing subsidy would be required at least in the early years.
The promoters are aware that both capital and initial ongoing subsidy costs of the scheme have to be funded through local and regional funding sources. The Government provide funding to the region through the regional funding allocation so that they can decide what projects should be given priority from the resources available. Once implemented, if the scheme demonstrates its success after three years then the Department for Transport would consider funding the service as part of the national rail network, subject to funds being available in the period 2014-19 (control period 5).


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St Mary's Church of England Primary School
Love your neighbour as you love yourself Luke10:27
Burkitt Road, , Woodbridge, Suffolk,, IP12 4JJ
admin@stmarysprimary.co.uk
Attendance and Interests
Governor Profiles
For parents / carers
Dates and Diary
Pupil Leadership
Extra resources for home learning
Our Christian vision is 'Love your neighbour as you love yourself' taken from the parable of The Good Samaritan.
This inspires us to be the best version of ourselves in order that we may flourish, mentally, physically, emotionally and spiritually; serve others and live life in all its fullness.
We believe that by creating a caring and secure learning environment, children can grow in confidence enabling them to learn and develop to their full potential.
St Mary's Church of England Primary School is a member of the St Edmundsbury and Ipswich Diocesan Multi Academy Trust. As a Church of England school, our ethos of tolerance and mutual respect for all people, regardless of faith or belief, is embedded in all we do. See here for our MAT wide Christian and British Values.
As a school, all we do is underpinned by our school values of: respect; responsibility; creativity; perseverance and wisdom.
We currently have 200 pupils at our school and welcome children from all areas and all backgrounds. If you would like to find out more about St Mary's, please come and visit us. Just phone for an appointment and we would love to show you around.
The school enjoys close links with St Mary's Church, St John's Church and St Andrew's Church.
Our headteacher is Mrs Karen Read and our chair of governors is Mrs Justine Berkeley. They can be contacted via the school.
Our Welcome Video
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Copyright © St Mary's Church of England Primary School 2023. Our website is built using School Jotter 3, from Webanywhere.


The ongoing decline in U.S. beer consumption underscores the urgency of digital investments as Beer brands struggle to attract and engage young consumers of legal drinking age. Select brands are extending the reach of traditional TV campaigns, pairing content distribution on online video platforms with aggressive paid media strategies. The 2015 Digital IQ Index: Beer assesses the digital performance of 67 Beer brands operating in the U.S. market. This year's study delves into brand and category performance on emerging online grocery platforms and alcohol delivery services, including Walmart Grocery, FreshDirect, and Drizly. Additional analysis examines fast-growing product categories, such as Hard Ciders and Mexican Imports.
The alcoholic beverages industry has been one of the last to migrate advertising and sales efforts online, challenged by unclear regulations and a disjointed distribution system absent from other verticals. Traditional TV advertising still claims roughly a third of media spend among alcoholic beverage advertisers, while digital represents just 4 percent of media spend. But target audiences have moved online: 29 percent of online TV viewers now fall into the 25-34 demographic and Facebook has a larger daily reach than the big four TV networks combined. And change is coming. In the last year, Internet spending in the industry increased by 27 percent, compared to just a 3.7 percent increase in TV advertising. While online grocery continues to sideline alcohol sales due to compliance concerns, brands are partnering with the growing number of on-demand services such as Drizzly and Minibar, which are willing to offer advertising and media placements absent from more traditional online grocery platforms. As a group, the five Beer and Spirits Genius brands in our 2015 Digital IQ Indices demonstrate the following characteristics: E-commerce innovation, successful amplification of offline campaigns via digital efforts, and robust content investments. The 2015 Digital IQ Indices for Beer and Spirits benchmark the digital competences of 67 Beer and 76 Spirits brands operating in the U.S.
[codepeople-post-map] At this briefing, L2 will review the rankings and key findings from our annual Digital IQ Index: Beer report. The report benchmarks the most relevant global brands in Beer on site, ecommerce, digital marketing, social media, apps and mobile. We will also provide actionable insights to help brands make better strategic investments to improve their digital competence and achieve greater ROI.


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You are here: Home / Congress / New Culver campaign manager
New Culver campaign manager
January 8, 2010 by O.Kay Henderson
As you may recall, Andrew Roos, Culver's first 2010 campaign manager left the post in late 2009. Now, as 2010 gets rolling, Culver's staff releases news that a new campaign manager has been hired, one who has ties to Democratic presidential candidate John Edwards' 008 Iowa Caucus campaign.
Culver has had connections with the Edwards crew before. Culver"s former chief of staff, Patrick Dillon, worked for Edwards in '04 and Dillon's wife, Jennifer O'Malley Dillon, managed Edwards 2008 Iowa Caucus campaign. (Patrick Dillon now works in the White House political operation while Jennifer O'Malley Dillon worked on Obama's general election campaign and now heads the D.N.C.) Culver's first press secretary was Brad Anderson, who worked on Edwards' 2004 campaign. In addition, Culver's wife endorsed Edwards before the 2004 and the 2008 Iowa Caucuses.
Read the Culver news release below.
CURRAN JOINS CULVER/JUDGE TEAM AS CAMPAIGN MANAGER
DES MOINES – Today the Culver/Judge Campaign is announcing the addition of Abby Curran as campaign manager. Effective immediately, Curran will direct operations of the Chet Culver Committee as preparations for the 2010 campaign are finalized.
"Abby is going to be a great addition to our team," Governor Chet Culver said Thursday. "We're fortunate to have a campaign leader with Iowa experience who understands the importance of job creation, educational excellence and government reform. There is no doubt she will help us continue to move Iowa forward."
Curran is deeply familiar with Iowa politics, having served as Deputy Iowa Field Director for John Edwards' 2008 caucus campaign. Curran also worked in Dubuque in 2003 and 2004 as a field organizer for Dick Gephardt's caucus campaign.
"One of the things Abby understands well is the need to engage our supporters all across the state," Lt. Governor Patty Judge said. "Our campaign must be active and strong in all 99 counties, and Abby comes prepared with the knowledge of how to make that happen."
Curran's experience also includes managing congressional campaigns in New Jersey and Indiana.
"I could not be more excited to join Governor Culver and Lt. Governor Judge's re-election effort," Curran said. "Over the past three years, the Culver/Judge Administration has confronted the state's challenges head-on and worked to strengthen Iowa's economy today and long-term. I look forward to helping Governor Culver deliver that positive message over the next 10 months."
Curran said she is looking forward to assembling the campaign team and organizing supporters as the Governor and Lt. Governor prepare for the general election.
Curran is a graduate of the University of Virginia.
Filed Under: Congress, Politics Tagged With: Chet Culver, Iowa Press, John Edwards, Obama


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328-1931-LX
Section 750.411j.amended
THE MICHIGAN PENAL CODE (EXCERPT)
***** 750.411j.amended THIS AMENDED SECTION IS EFFECTIVE MARCH 19, 2020 *****
750.411j.amended Definitions.
Sec. 411j.
As used in this section and sections 411k to 411q:
(a) "Controlled substance offense" means a felony violation of part 74 of the public health code, 1978 PA 368, MCL 333.7401 to 333.7461, concerning controlled substances.
(b) "Cryptocurrency" means digital currency in which encryption techniques are used to regulate the generation of units of currency and verify the transfer of funds, and that operates independently of a central bank.
(c) "Knowingly", in the case of a corporation, means with the approval or prior actual knowledge of the board of directors, a majority of the directors, or persons who together hold a majority of the voting ownership interests in the corporation. In determining whether a majority of the directors approved of or had knowledge of the activity, a director who was not aware of the activity due to his or her own negligence or other fault is regarded as having had knowledge of the activity. This subdivision does not limit the liability of any individual officer, employee, director, or stockholder of a corporation.
(d) "Financial transaction" means a purchase, sale, loan, pledge, gift, transfer, delivery, exchange, or other disposition of a monetary instrument or other property and, with respect to a financial institution, includes a deposit, withdrawal, transfer between accounts, exchange of currency, loan, extension of credit, purchase or sale of any stock, bond, certificate of deposit, or other monetary instrument, or any other payment, transfer, or delivery by, through, or to a financial institution, by whatever means effected.
(e) "Financial institution" means 1 or more of the following, if located in or doing business in this state:
(i) An insured bank, as defined in section 3(h) of the federal deposit insurance act, 12 USC 1813(h).
(ii) A commercial bank or trust company.
(iii) A private banker.
(iv) An agency or branch of a foreign bank.
(v) A savings and loan institution.
(vi) A thrift institution.
(vii) A credit union.
(viii) A broker or dealer registered with the securities and exchange commission under the securities exchange act of 1934, 15 USC 78a to 78nn.
(ix) A broker or dealer in securities or commodities.
(x) An investment banker or investment company.
(xi) A currency exchange.
(xii) An insurer, redeemer, or cashier of traveler's checks, checks, or money orders.
(xiii) An operator of a credit card system.
(xiv) An insurance company.
(xv) A dealer in precious metals, stones, or jewels.
(xvi) A pawnbroker.
(xvii) A loan, finance, or mortgage company.
(xviii) A travel agency.
(xix) A licensed sender of money.
(xx) A telegraph company.
(f) "Monetary instrument" means coin or currency of the United States or another country, or group of countries, a traveler's check, personal check, bank check, money order, cryptocurrency, or investment security or negotiable instrument in bearer form or in any other form such that delivery is sufficient to pass title.
(g) "Proceeds of a specified criminal offense" means any monetary instrument or other real, personal, or intangible property obtained through the commission of a specified criminal offense, including any appreciation in the value of the monetary instrument or property.
(h) "Specified criminal offense" means any of the following:
(i) A felony violation of section 8 of the tobacco products tax act, 1993 PA 327, MCL 205.428, or section 9 of former 1947 PA 265, concerning cigarette taxes.
(ii) A violation of section 11151 of the natural resources and environmental protection act, 1994 PA 451, MCL 324.11151, or section 48(3) of former 1979 PA 64, concerning felonious disposal of hazardous waste.
(iii) A controlled substance offense.
(iv) A felony violation of section 60 of the social welfare act, 1939 PA 280, MCL 400.60, concerning welfare fraud.
(v) A violation of section 4, 5, or 7 of the medicaid false claim act, 1977 PA 72, MCL 400.604, 400.605, and 400.607, concerning Medicaid fraud.
(vi) A felony violation of section 18 of the Michigan gaming control and revenue act, 1996 IL 1, MCL 432.218, concerning the business of gaming.
(vii) A violation of section 409 of former 1964 PA 265, or section 508 of the uniform securities act (2002), 2008 PA 551, MCL 451.2508, concerning securities fraud.
(viii) A violation of section 5 or 7 of 1978 PA 33, MCL 722.675 and 722.677, concerning the display or dissemination of obscene matter to minors.
(ix) A felony violation of section 72, 73, 74, or 75, concerning arson.
(x) A violation of section 93, 94, 95, or 96, concerning bank bonds, bills, notes, or property.
(xi) A violation of section 117, 118, 119, 120, 121, or 124, concerning bribery.
(xii) A violation of section 120a, concerning jury tampering.
(xiii) A violation of section 145c, concerning child sexually abusive activity or material.
(xiv) A felony violation of section 157n, 157p, 157q, 157r, 157s, 157t, or 157u, concerning credit cards or financial transaction devices.
(xv) A violation of section 159i, concerning racketeering.
(xvi) A felony violation of section 174, 175, 176, 180, 181, or 182, concerning embezzlement.
(xvii) A felony violation of chapter XXXIII, concerning explosives or bombs.
(xviii) A violation of section 213, concerning extortion.
(xix) A felony violation of section 218, concerning false pretenses.
(xx) A felony violation of chapter XLI, concerning forgery or counterfeiting.
(xxi) A violation of section 271, 272, 273, or 274, concerning securities fraud.
(xxii) A violation of section 301, 302, 303, 304, 305, 305a, or 313, concerning gambling.
(xxiii) A violation of section 316 or 317 concerning murder.
(xxiv) A violation of section 330, 331, or 332, concerning horse racing.
(xxv) A violation of section 349, 349a, or 350, concerning kidnapping.
(xxvi) A felony violation of chapter LII, concerning larceny.
(xxvii) A violation of section 422, 423, 424, or 425, concerning perjury or subornation of perjury.
(xxviii) A violation of section 452, 455, 457, 458, or 459, concerning prostitution.
(xxix) A violation of section 529, 530, or 531, concerning robbery.
(xxx) A felony violation of section 535 or 535a, concerning stolen, embezzled, or converted property.
(xxxi) A violation of chapter LXXXIII-A, concerning terrorism.
(xxxii) A violation of section 5 of 1984 PA 343, MCL 752.365, concerning obscenity.
(xxxiii) A conspiracy, attempt, or solicitation to commit an offense listed in subparagraphs (i) to (xxxii).
(i) "Substituted proceeds of a specified criminal offense" means any monetary instrument or other real, personal, or intangible property obtained or any gain realized by the sale or exchange of proceeds of a specified criminal offense.
History: Add. 1994, Act 284, Eff. Oct. 1, 1994 ;-- Am. 1996, Act 80, Imd. Eff. Feb. 27, 1996 ;-- Am. 1997, Act 75, Imd. Eff. July 17, 1997 ;-- Am. 2002, Act 136, Eff. Apr. 22, 2002 ;-- Am. 2009, Act 82, Imd. Eff. Aug. 31, 2009 ;-- Am. 2019, Act 171, Eff. Mar. 19, 2020


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Artists, News
Hunter Hayes' Release of "This Girl"
Critically-acclaimed, five-time GRAMMY© nominee, and Ernie Ball Music Man artist, Hunter Hayes released the final installment of his music series "Pictures" with 'This Girl.' The …
By Ernie Ball on February 16, 2018
Artists, Inspired By
"Swiss Army Knife" Inspired By Dustin Kensure of Thrice
Introducing "My Swiss Army Knife," the latest episode of Ernie Ball Music Man's Inspired By series, featuring Dustin Kensrue of Thrice. Journey through this film as it …
By Ernie Ball on March 7, 2018


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Plant a Tree for Raymond
Raymond W. Hayes
February 2, 1910 ~ January 25, 1991 (age 80)
Raymond W. Hayes, 80, a retired math and chemistry teacher who worked on the Manhattan Project during World War II, died at Wesbury United Methodist Community, Friday, January 25, 1991, after an illness of six months. He had been a resident of Wesbury since December 19, 1990, and formerly was of Erie.
He was born in Erie, February 2, 1910, a son of Edward H. and Julia Harrington Hayes. He married Helen Zuck, February 12, 1954. She survives.
He was a math and chemistry teacher in the Millcreek School District, retiring in 1972; was a graduate of the Univesity of Pittsburgh; and did his post-graduate work at the Virginia Polytechnic Institute. He was a member of Asbury United Methodist Church, Erie.
Hayes was a veteran of World War II, serving with the US Army. During his years in service, he worked for Dr. Robert Oppenheimer on the Manhatten Project.
In addition to his wife, he is survived by a brother, Edward H. Hayes of Lakeland, FL and Erie; a nephew, a niece and a great niece.
Interment was in Fairview Cemetery.
To send flowers to the family or plant a tree in memory of Raymond W. Hayes, please visit our floral store.


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text:
Rams coach Sean McVay sees a bright future for 'disruptive' 49ers rookie Javon Kinlaw
Rams coach Sean McVay sees a bright future for 'disruptive' 49ers rookie Javon Kinlaw
San Francisco 49ers rookie defensive tackle Javon Kinlaw has shown a lot of potential in his first NFL season. The numbers haven't been there, but the first-round pick was initially seen as a player who might take some time to develop.
Kinlaw has just 1.5 sacks to go with his 22 tackles, and four quarterback hits through 10 game appearances this season.
The 49ers are preparing to face the Los Angeles Rams this weekend, and Rams head coach Sean McVay can certainly see Kinlaw's potential.
"I think he's got a bright future," McVay told 49ers reporters via a conference call on Wednesday. "He's definitely been playing more consistently, snap in and snap out. He flashes. You see the ability.
"But I think understanding the techniques, the fundamentals that they want to play with snap in and snap out is something that you're starting to see, and he's a disruptive player. He's got great twitch. He's got great strength at the point of attack.
"You can see why he's a first-rounder and why he's going to be a great player in this league for a long time if he continues to grow and do what he's done his rookie year."
49ers-Seahawks: Brandon Aiyuk, Javon Kinlaw among 7 inactives
The San Francisco 49ers have released the list of inactive players for their Week 17 matchup at home against the Seattle Seahawks. These players will not suit up for Sunday's game. Inactives: WR Brandon Aiyuk DT Kevin Givens OLB Dre Greenlaw DT Javon Kinlaw WR Deebo Samuel CB Richard Sherman CB K'Waun Williams Aiyuk (ankle), Givens (not injury related), Greenlaw (calf), Kinlaw (knee), Samuel (hamstring), Sherman (calf), and Williams (shin) were already ruled out on Friday. Three 49ers players — safety Tarvarius Moore (ankle), cornerback Emmanuel Moseley (hamstring), and linebacker Mark Nzeocha (illness) — were listed as "questionable" for Week 17. All three
49ers DT Javon Kinlaw's knee problems don't appear serious, based on comments from John Lynch
It doesn't sound like the 49ers have much to worry about when it comes to the knee problems that sidelined rookie defensive tackle Javon Kinlaw for the final two games of the 2020 regular season, based on comments from team general manager John Lynch on Monday. Kinlaw sustained the injury during the 49ers' 41-33 Week 15 loss to the Dallas Cowboys. Lynch was asked during his year-end press conference if Kinlaw's injury was related at all to knee tendinitis that flared up during the predraft process in the early part of 2020. The general manager responded by saying that Kinlaw's latest knee problem was simply a result of a hard bump he took to his knee when chasing down Cowboys quarterback Andy Dalton. "I guess when you say tendinitis, tendinitis is just some
49ers GM John Lynch compares Javon Kinlaw's potential to a Hall of Fame defender
The San Francisco 49ers are excited about defensive lineman Javon Kinlaw's potential. While the rookie defender recorded just 1.5 sacks during his first NFL season, he showed flashes of being a powerful playmaker who could develop into an elite talent along the interior of the defensive line. "I think Kinlaw is going to be a dominant force in this league," John Lynch told Tim Kawakami of The Athletic on The TK Show podcast. "I should say, 'is going to become,' because he's not there yet. He's shown flashes." Lynch knows a thing or two about impressive defensive-line play. He played behind a Hall of Famer in Warren Sapp. In fact, watching his former teammate cause


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redpajama_set_name: RedPajamaGithub


text:
Ю́рий Евге́ньевич Максарёв (1903—1982) — советский государственный деятель, организатор промышленности. Герой Социалистического Труда.

Биография
Родился 28 июля (10 августа) 1903 года в Порт-Артуре (ныне Люйшунь, Китай) в семье военнослужащего. В 1930 году окончил Ленинградский технологический институт по специальности инженер-технолог.

 1917—1919 — монтёр артели «Электропомощь» в Петрограде.
 1919—1920 — кладовщик Петроградского фотоинститута.
 1920—1921 — телефонист управления передвижных войск Петро-Варшавской 7-й армии в Петрограде.
 1921—1922 — студент Петроградского политехнического института.
 1922—1923 — кочегар транспортного судна «Транбалт» Балтийского пароходства.
 1923—1930 — студент ленинградского технологического института.
 1926—1927 — техник завода «Большевик» в Ленинграде.
 1927—1929 — техник «Гипромез» в Ленинграде.
 1929—1938 — мастер смены, механик цеха, заместитель начальника цеха, начальник цеха, начальник отдела Кировского завода в Ленинграде.
 1938—1941 — директор танкового завода № 183 в Харькове. На этом посту внес значительный вклад в начало массового выпуска легендарного танка Т-34.
 1941—1942 — директор танкового завода имени Коминтерна в Нижнем Тагиле. В феврале 1942 года по распоряжению И. В. Сталина Максарев был снят с должности за невыполнение плана выпуска танков, его намеревались отдать под суд. Директора спас заместитель народного комиссара танковой промышленности И. М. Зальцман, лично разбиравшийся с ситуацией на заводе.
 1942 — главный инженер эвакуированного в Челябинск Кировского завода, затем главный инженер завода № 183 в Нижнем Тагиле.
 1942—1946 — директор Уральского танкового завода № 183 имени И. В. Сталина в Нижнем Тагиле. Под его руководством было организовано поточное производство танков, широко внедрялись новые сварочные технологии академика Е. О. Патона, также работавшего тогда в Нижнем Тагиле. В годы войны предприятие выпустило около 35 тысяч танков Т-34.
 1946—1949 — заместитель министра транспортного машиностроения СССР и одновременно начальник Главного управления танкового производства министерства.
 1949—1950 — заместитель председателя Бюро по машиностроению и судостроению при СМ СССР.
 1950—1953 — министр транспортного машиностроения СССР.
 1953—1954 — заместитель министра транспортного и тяжелого машиностроения СССР.
 1954—1955 — заместитель председателя Бюро по машиностроению при СМ СССР.
 1955—1957 — первый заместитель министра судостроительной промышленности СССР.
 1957—1959 — председатель Государственного научно-технического комитета СМ СССР.
 1959—1961 — первый заместитель председателя Государственного научно-технического комитета Совета Министров СССР.
 1961—1973 — председатель Комитета по делам изобретений и открытий при СМ СССР.
 1973—1978 — председатель Государственного комитета по изобретениям и открытиям. За эти годы была создана отраслевая нормативно-правовая база, переработано законодательство в области патентного и авторского права, СССР подписал и неукоснительно соблюдал все важнейшие международные конвенции и соглашения в сфере изобретений и открытий.

Кандидат в члены ЦК КПСС в 1952—1961 годах, депутат ВС СССР 2 созыва (1946—1950).

С августа 1978 года персональный пенсионер союзного значения. Генерал-майор инженерно-танковой службы (1945).

Умер 11 ноября 1982 года. Похоронен в Москве на Новодевичьем кладбище (участок № 10).

Награды и звания
 Герой Социалистического Труда (20 января 1943 года) — за выдающиеся заслуги в деле организации производства, конструирования и усовершенствования танков и умелое руководство заводами
 семь орденов Ленина:
 19.09.1941
 5.06.1942
 20.01.1943 — к званию Герой Социалистического Труда
 5.08.1944
 8.12.1951
 4.01.1954
 22.01.1954 — в связи с 50-летием со дня рождения и отмечая заслуги в области машиностроения
 орден Октябрьской революции (25.08.1971)
 орден Суворова I степени (16.09.1945)
 орден Кутузова II степени  (19.04.1945)
 два ордена Трудового Красного Знамени  (8.08.1966, 9.08.1973)
 Сталинская премия первой степени (1946) — за коренное усовершенствование технологии и организацию высокопроизводительного поточного метода производства средних танков при значительной экономии материалов, рабочей силы и снижении себестоимости
 в 1985 году именем Юрия Максарева был назван ролкер (тип Ро-30, «Скульптор Коненков») Черноморского морского пароходства.
Именем Максарёва в 1983 г. названа одна из улиц в Дзержинском районе Нижнего Тагила.

Примечания

Ссылки

 Государственная власть СССР. Высшие органы власти и управления и их руководители. 1923—1991 гг./ Сост. В. И. Ивкин. — М.: «Российская политическая энциклопедия» , 1999 г.
 Грузовые суда ЧМП
https://mstrok.ru/news/sumevshaya-sohranit-svoyo-imya-ulica-maksaryova

Министры транспортного машиностроения СССР
Депутаты Верховного Совета СССР 2-го созыва
Кандидаты в члены ЦК КПСС
Машиностроители СССР
Персональные пенсионеры союзного значения
Персоналии:Уралвагонзавод
Выпускники Санкт-Петербургского технологического института
Персоналии:Обуховский завод
Выпускники Санкт-Петербургского политехнического университета
Делегаты XXIV съезда КПСС
Делегаты XXIII съезда КПСС
Делегаты XXV съезда КПСС

redpajama_set_name: RedPajamaWikipedia


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Who has heard that before? Ok you can put your hands down.
In over my 25 years in technology I should have put a dollar away for every time I heard it. I would be nowhere near retirement but I could buy myself something nice.
I finished reading Jeff Sutherland's book "Scrum: The art of doing twice the work in Half the time". The stories he has in there are amazing. Sometimes people will make a decision without all the information and get caught. Publicly announcing deadlines will definitely paint you into a corner.
It happens though and it should never be seen as a bad thing. Sometimes there are things at play that it has to be done by a specific time. Technology in Healthcare is a great example. There are compliance and codes that need to be in a system by a specific date. So here it isn't someone in a company painting product, development and QA teams into a corner it is an outside entity and they don't care about constraints, it has to be done.
So for the two scenarios I listed above I will talk about the second one first, it's easy. It has to be done. Here the team should have enough time and planning done so that they are prepared to get to the finish line without issue. Unless you are new to the market something like this is very predictable and knowing the team's velocity and the amount of work needed from past updates it should be a cake walk.
With that said, "s*** happens" and a wrench could be thrown in just to keep things exciting. If and when it does happen, my best advice is to remain calm, assess and plan. We are in an age of Agility so everyone getting together to meet the challenge will make them successful.
Now the big issue, self imposed (company) deadlines. For the most part with proper planning, estimating and understanding of team's velocity a deadline can be identified without much issue. It is when one or more of those things are not done is when dates are at risk. Regardless of the SDLC methodology Testing will feel the brunt of the stress to get it done. The trick is what can be done about it.
Work overtime? Yep, that can be done and it will burn out your resources. As well as not guarantee the work will be effectively done since they will be close to, if not already burnt out.
Throw more resources at it? Have you read The Mythical Man Month? Putting more resources on a project does not mean it will be done faster. The best example is a pregnancy. Adding more pregnant women will not produce a child faster. That is not to say it will work, adding resources to the testing effort not the pregnancy, it is actually going to add up to more work involved in coordination and ensuring there is no duplication of effort.
Re plan and scope change? This could work. Having a clear understanding what is needed and in an iterative environment look at all the work that is left and clearly define what needs to be done to meet expectations and what is a nice to have (or next release). This is one of the basic advantages of Agile and use of Scrum. It can be used in other methodologies, it is going to be a little more painful in going through all the work that has been done and not done as well as any interdependence between half done code.
Risk based testing? Yay I finally said it. I know you were all waiting for it. Yes, Risk Based testing has been around for a while and it is a very simple concept. Identify what areas have a high probability and high impact of failure or calls to support if it were to fail, then test that. From there you start to limit the amount of testing that is needed to be done.
There are a couple of other things that it will give you.
1 – A ranked set of test cases based on importance.
An example would be test cases involving financial transactions should take higher priority to how a GUI button looks like.
2 – It gives the stakeholders transparency of what is going to be worked on for validation and what will not.
Here collaboration is key. Everyone needs to know what is going to be done so they can be prepared for potential customer calls on stuff that was not tested.
Then comes the worst case scenario: telling senior management it just cannot be done. I have had those conversations. They seem scary at first, yet in the end all you are doing is stating the facts that with all that has gone on and with the time that is left it is physically impossible to make it. To me as long as you provide the right data with the message it should be understood that the efforts are there, it just cannot be done.
Yeah the leadership will be upset, same with any other stakeholder. In the end it will pass. New dates will be given, because the team worked collaboratively and figured out the most efficient way to get the work done and are more confident in any new dates they provide.
The best thing that can be done in these situations is have things in place to track and measure. I'm not saying a Gantt chart, as stated in the above mentioned book, they don't work. Tracking velocity, amount of work left, burn down, stuff like that can give you a good idea of where you are going to end up. With this information you should be able to see potential train wrecks well in advance and the team can work together to avoid it. If the wreck is going to happen, no matter what is done, don't hide the issue. Better to let people know as soon as you know so they can be prepared and work on making informed decisions.
It happens, you go into a situation and needed to make a call on something. You only have a couple of avenues to go and you decide. Then it happens, the decision you made is the wrong one and things didn't work out well. It happens, everybody has done it in one form or another. What happens next is key.
In my last blog I talked about accountability now I want to talk about accepting that accountability and owning it.
When things go well at work some people will gladly raise their hand and say "That was all on me". Personally I think that is a bit selfish, most work done now involves multiple individuals, indirectly or directly, to get it done. It should always be team first, in my opinion. What I find interesting is when things go wrong for the individuals who pat themselves on the back and how they react. In my experience those individuals will lay blame on others, even when it was them that made the decision.
It is so easy to blame others and make them look bad. I get it, I used to do the same thing early in my career. What changed for me is a comment I got from one of my leadership mentors: "own it". At first I thought of it as something that would help me become a good leader, and it did. Over time though I find it has a much broader scope. I started telling all my directs and teams to "own it" as well. I didn't care if they made a bad decision what I cared was that they saw the mistake, took control of it and learned from it. We are not machines with a decision matrix, we are human that have way too many variables that are involved with most decisions at work that we make our best guess most of the time.
Sometimes the decisions are made and there are outside forces that make it go south. I would still take ownership of what I did, state what I didn't foresee and ensure that I would keep what happened in mind the next time I was in the same situation.
Being accountable for the decision should be less stressful then playing the blame game.
Now I know that after you read that either your eyes rolled or at "pffft" sound was made. Hear me out on this and you will see what I mean.
Going back to my main stress relief, Jiu Jitsu there is something I always bring up when I teach a technique. I call it the "oh S***" moment. It is the point when your has made a mistake and you begin to capitalize. Some of my students when they compete, same with me, will have that moment where we say it to ourselves and get beat. What myself, our main instructor and the other instructors instill is learn from what happened and not dwell on the loss. On the mat there are so many variables that are in play, the opponent, the referee, the noise in the gym, the wait to get the match going etc… In the end though it is you stepping on the mat and your decisions on how to approach the match that matter.
Same in the work environment it is up to you. Now there are group decisions or consensus done to make choices, yet although it is a group setting each individual should still take the accountability for what was done. What is important that if things go bad everyone has learned from it and will have a different thinking process next time.
With ownership also comes taking the higher ground, and having a plan to get past the situation. Even if you have a boss (see how I said boss and not leader? I will get into that later) that is angry with what was done and doesn't really help the situation, you can hold your head up knowing you have a way to get past the new obstacles. Always have a plan B ready, you don't have to have one done when you make the first decision just be prepared. I have gone into situations where I had to come up with alternate plans, sometimes it takes me a few minutes or it takes a couple of days it is all matter of what is going on.
It is all about support. To me a boss will just get angry, muscle their way past the situation and play the blame game. A leader will support the decision and appreciate that you have a course of action, and if they don't agree with it they will work with you on a path that you both can agree on.
There is a story out there about a VP that made a decision to sponsor a project that cost millions of dollars. It was a long project, it was way over budget and in the end it was trashed. The VP was called into the CEO office where he thought the worse. The CEO talked about the project then gave him a new direction to follow. The VP said thanks and mentioned that he was prepared to clean out his office. The response he got was not that surprising coming from a good leader.
You never lose, you learn. Making bad decisions happen, it is how you and your leader react that will make set the tone for success.
Why is Agile so hard to get done right?
Agile has been around for over 20 years. It has shown a lot of benefits to software development and improved quality to what clients/users want. Yet in discussions with peers and reading a lot of literature it seems like it is something that is just too difficult to grasp. Why is that? What is it about this way of getting work done is so hard for organizations to understand?
Seems pretty easy, right? Wrong.
Some people I have talked to about this take the values as stated laws and not guidelines. I will be honest here, when I first started to understand Agile I did not like it. It seemed too much cowboyish than structured. It didn't feel right. Then I started to look into it more and more. My feelings towards it started to change and at the same time that was happening I noticed that I actually was following the methodology in the late 90's without noticing it.
1 – What did you accomplish yesterday?
2 – What are you doing today?
3 – What is blocking you from getting it done?
From there I went on to get things done, and we did. We met the deadline without 1 hour of overtime needed. It was great, everyone felt that they accomplished something. I was able to apply Agile principles in a Waterfall project. Pretty impressive and I am kicking myself for not looking into it more back then to understand what I actually did. Well the reason I didn't do that was because I didn't know. To me it just seemed like the right thing to do.
The last two we were more focused on the first three points than the last two.
We used found efficiencies to get the work done as we went along.
This was done in a bank so test results are an audit-able document. So we needed it.
What we did was understand what is needed for an audit and ensure we were compliant. They were focused on one set of results. So we ensured that the last run of cases were documented and ensured less duplication.
The other benefit we found here was saving a lot of storage space.
We worked with the Business Analyst to ensure what we were testing was what they wanted to see.
Although there was a Test Plan documented (it was Waterfall after all) we never revisited it. We knew it would take too much time go over it and figure stuff out then get the approvals. We just planned on the spot and go from there.
So back to the purpose of this post: Why is it so hard to go Agile? If I was able to do it without any training why can't some teams get it straight when there is so much documentation out there to help?
I see it as a couple of things: Taking things too literal and fear of loss of control.
Taking things too literal is an easy one to talk about. Basically people take a look at the Manifesto and basically treat it as gospel. This is where the cowboy comment from earlier came from. I have seen teams that treat Agile as a free for all and that they can do whatever they want. When in actuality Agile needs discipline.
Yes teams will have to act fast on stuff that may come in from Business, Clients or senior executives. It is going to happen. It is how the team reacts that is key. Not every moment is a "drop everything that you are doing and work on this". When stuff happens it is up to the team to analyze, collaborate and ensure there is complete understanding of what impacts there are to adjust. Taking work out of a sprint so not to impact capacity, move it to the next sprint as it is not as critical as initially thought or prioritize for future releases.
Or the teams will just throw in a lot of work in the sprint without properly ensuring they are effectively pointed or they don't really understand their velocity. What happens with that is usually the Burndown chart looks more like a city skyline then a slope with a huge drop at the end because incomplete tickets are moved to the next sprint. From there it just snowballs out of control. This then impacts everyone in the team. The sad thing is it becomes the norm and people become complacent.
It is not a matter of throwing work in and seeing what comes out. Speed is great and eventually a good running team will be able to accomplish great things on a faster schedule. It is about setting a good foundation of to get there. Getting speed for the sake of it will lead down a road that will not end well for anybody involved.
The fear of change is powerful. Normally humans don't like to do something different. As long as they are comfortable they are good. "It has worked before, why do something new?". Jeff said it best in his book "Change or die". Going on a deeper level it is evolution. We all know we can't stop that from happening in the world so why be so closed minded to evolve how work is done?
I had similar fears and I overcame them. There are some of my former coworkers that would be pretty impressed that I have become an Agilist. How did I overcome it? Well one, as stated earlier I actually did it, and two education. Reading, courses, and talking to others have given me the insight to see the benefits and how to apply good change management to get others down the path.
This post didn't really go into a lot of QA or testing, hopefully you can see the implicit message of how QA is involved.
Third party testing is something that can cause some heated debates on whether to use them or not. The effect they have on an organization and quality of the output. Here I will put in my two cents and will carry the conversation more if anyone wants.
They are used for staff augmentation and not just cheaper labour.
Want a good way to get a bad reputation is replace full time staff (letting them go) to be replaced by a third party resource. Here is a good example of some bad press when that particular model is done.
Staff augmentation is meant to cover off the additional workload so that teams can produce more, when needed. When using a Third party vendor they have the ability to bring on resources with the skill sets needed at a faster pace than hiring processes in North America. Usually within a week or two you can have a resource in the system starting to get some work done. Compared to a usual hiring process it could take a month.
They are resource to scale. Most of the third party vendors that I have worked with can get 1 to 10 people in a short period of time. That is there business model and it is done well on most days. You may get the odd hiccup or delay, yet based on needs it is still quicker.
Most Third Party resource vendors also allow for quick turnaround. What I mean is if a resource is not working out as planned or they decide to leave that organization they can bring someone in fairly quick. Or if things start to slow down for your organization or there are budget cuts needed they can be let go first and allow for a core team of full time employees to stay unaffected to continue work. When I say unaffected I mean: not let go.
There are other advantages, as well as disadvantages to using a third party model. For that I will go into a little more detail during the arguments that I here regarding the model's use.
Argument #1 – You are going to replace our jobs to them.
When I first heard this argument I would scoff at the idea. That was until stories, like the one above, happened a few years ago. I always thought it was about augmenting the staff to meet the needs of the workload. I still believe that and still lead by it. There is still a part of me that is cautious and willing to defend when needed.
What I believe is that when using a third party it is actually going to bring in more work and that work will be more fulfilling as the easy, menial tasks can be handed off to the additional resources. It makes total sense and it is generally how the model works. I will get into why with the second argument point.
Argument #2 – They don't know the system.
Yep, you're right. Here is the catch: so would any new employee who walks into the door onsite. There is going to be a learning curve and the work they will be doing at first will not be difficult or intricate. An organization would not take a junior analyst who just came in to work on day one and assign them a multi point of failure set of test cases then walk away. That is a recipe for disaster. So why would we expect the same for someone that is on the other side of the world that is starting to work with you? They are there to help and will need to have a good training system in place to provide that.
Argument #3 – The time delay is unmanageable.
If that was the case nobody in North America would follow this model. Yet there are a lot of very successful organizations that use this model very well.
There are so many communication and workflow tools out there that the time zone difference is more of an annoyance then anything. As well my experience has shown that they are willing to work around our schedules and ensure there is proper communication between the two locations.
There are other arguments out there and, to me, they are based out of the fear of the unknown. If a company is just starting to use this model and nobody has been through it before, it can be scary. Once they open up and accept it for what it is, Staff augmentation, it can be beneficial to everyone. The opportunities of innovation can start to arise as the trivial work can go to the additional resources while the teams onsite can focus on more "fun stuff" while looking at ways to do things better.
I think the one key thing that I need to stress, I have said it throughout this post, it is all about staff augmentation. This has to be realized from top management down and it must remain consistent. Any deviation from that and it will erode trust throughout, which in turn will erode productivity and finally quality.
Coming up in May will be the QAI QUEST conference. I have had the great opportunity to share my knowledge and the successes (along with lessons learned) within my organization.
The conference is a great opportunity to share ideas and learn, not just from the speakers.
Over the past few years I have taken up the "Why" movement that was started by Simon Sinek. I was introduced to it while going through my MBA and I really struck a cord with me. Over the years I have have tried to emulate my messages based on The Golden Circle, then I read his book Start with Why. The book is when I started to see that the Why not only falls within messaging or leadership it is an internal component that drives what you do.
With that I read Finding your Why and I found how everything started to fall into place. I looked into my Why statement and started to think about the QA discipline. As per the book the statement is formed as a Tribal Why and it gives the emotional statement of why a group does what it does.
In the end a Why statement is "To _______ so that _______" (Chapter 2 of Finding your Why). Seems fairly simple, right? Well unfortunately it isn't. It is a long thought process that requires fine tuning over time.
For individuals, there is some soul searching and definition of feelings of what makes you tick. For organizations it is taking what individuals in your organization feel is their Why find the themes then figure out a statement that fits. Something that tells clients and future clients that why they should buy your product or hire your services.
In my QA Corner segment on SPaM Cast on this subject we do go into some details of what if the individual and the organization statement don't line up? This could occur. Even in the books they go into some detail of that happening as well. It is not the end of the world and people can adapt without changing their Why . Or it may not be a good fit, who knows. My suggestion would be have a discussion with your manager and talk about it.
So back to my initial thought in the beginning of the blog regarding QUEST. I will have the opportunity to do a Tribal Why for the QA discipline. The intent is to not only get a statement of Why people in QA do what they do, it is also to spread the Why movement. I am looking forward to sharing and having good discussions throughout the conference. As well as learn what others are doing, not only help the discipline as a whole, to help individuals grow.
I cannot wait to get the discussion going.
P.S. I will also have a track session on Estimation.


Apple has admitted that there are serious problems with their iPhone X facial recognition system.
The problem it appears is Face ID the technology they bragged about when launching their overpriced smartphone.
The sophisticated 3D-sensing face recognition system was supposed to be one of the signature features of the iPhone X now Apple is instructing their stores in Australia, to either repair or replace faulty devices, the cost to Apple is not known.
According to instructions issued to Apple shops the repair procedure involves fixing the rear camera, which has nothing to do with Face ID.
The TrueDepth camera system housed inside the notch is what makes Face ID possible on the iPhone X.
Customers who experience Face ID issues are urged to take their handsets to Apple Stores or authorized service providers.
Resellers such as JB Hi Fi and Harvey Norman are referring the problem back to Apple.
According to Apple sources the first step involves trying to repair the device by fixing the rear camera.
Apple's internal documentation claims that if a customer reports that their iPhone X is having Face ID issues, you may be able to resolve the issue with a rear camera repair.
Run AST 2 on the customer's device to check the camera. If the diagnostics find issue with the camera, perform the repair to see if the issue is resolved. If the issue is not resolved, perform a whole unit replacement instead of a same-unit display repair.
Mac OS Rumours claims that it's unclear what the link between the rear and front camera is, but it sure looks like an issue with the dual-lens camera on the back might hinder Face ID functionality. If the repair doesn't work, then a full-device replacement is advised.
Owners of an iPhone X are being advised to have their device checked.
Why Are Australian Retailers Embracing European Over Japanese Made Appliances?


Guarantors are required to undergo the same background checks as the tenant they are representing so you can be satisfied that in the event the tenant defaults they are able to pay the rent owed on the tenants' behalf.
Our fully managed Guarantor referencing service remotely manages the entire guarantor referencing process. Our experienced team are used to assessing the myriad of guarantor personal circumstance presented.
You may find yourself in the situation whereby the tenant(s) who have had their offer accepted for a property do not meet your referencing criteria. That doesn't necessarily mean that they can't move in, but they may need to provide the details of a guarantor in order to support their application for a tenancy.
In order to add a guarantor to the tenancy that you have submitted on the Veri-Check referencing platform, you just need the Name, Contact Number and email address for the guarantor and you will then be able to attach them to the tenant(s) application.
When you add them to the platform, you even have the option to set their rent share so you can either reference them for the tenant(s) share of the rent of the full rental value of the property – the choice is yours.
We've also made it really simple to attach them to more than one tenant when you are going through the process of adding them to the system so you only have to add them once.
Where you have opted for the Veri-Check Plus Referencing service, your dedicated referencing assessor will do the rest for you, referencing the guarantor in the same way we would for the tenants so you can rest assured that the referencing is being conducted to the highest standard.
Based on our years of experience in tenant referencing, we would recommend that where possible you obtain a UK homeowner guarantor thus ensuring that both you and your landlord clients have that extra peace of mind.


Welcome to the official Egretia Swag Store! Here you can lay hands on all things Felix and fish-sauce.
Signed and dedicated paperback copies of all of Assaph's books. Want some? Fill out this form!
The first story: Felix is must solve the murder of a young man, found dead with strange tattoos.
The second story: A rich landlord finds his apartments are abandoned by the tenants, with claims the tenements are haunted.
Only a handful of copies remain, and none will ever be printed again!
Last copies remain. Contains two dragon-themed flash-fiction pieces by Assaph.
To order paperback copies, fill out this form!
T-shirts with Felix's Tinder profile, drinking flasks reminding you not to practice magic when drunk, fish-sauce recipe on a mug, and more fun stuff! Visit our shop on CafePress!
And, because different stores have different content policies, there's also a Zazzle store with a slightly different collection (most notably, it has the Samuel L. Jackson playing Cicero quote).
If you spotted a design you liked but can't find it on a particular store or product (e.g. you want it on the back of a T-shirt rather than the front, or on a phone case, or any combination!) – just contact me! I can create it for you within 24-48 hours.


If your child's birthday is quickly approaching and you aren't sure what to do, consider thinking outside the box. No one wants to attend the same old parties with their kids. Children running amok, playing in spaces that are loud and dirty where some children will inevitably get hurt does not sound appealing to all parents. Instead of feeling bound to the same old song and dance when it comes to booking your child's party, try out a different venue that takes the party planning stress away.
What Is the First Step in Booking My Child's Birthday Party?
When brainstorming birthday ideas, the type of party you aim to plan, as well as the guest count and venue, all play an important role. When it comes to birthday party guests, small groups of children are recommended. When considering a group of children, think about inviting a manageable group that won't overwhelm the venue but will still provide your birthday boy or girl with special memories shared with friends. Furthermore, smaller groups allow for more venue options. Some venues don't allow for groups of twenty or more children. If you seek a fun venue for your child, consider limiting the number of invites sent. Additionally, the more invites sent, the larger the financial strain. Birthday parties can be costly. After all, the venue represents only a portion of the cost. A birthday cake, potential birthday outfit, decorations, food, and other random costs occur along the way. Saving money by limiting the guest list can make the rest of the planning easy, and it means you don't need to skimp on costs in other areas.
How Do I Think Outside the Box?
Today, many judge entertainment based on the experience it provides. We are a culture built on trying new things and exploring. Consider exposing your child and their guests to a new, fun experience for their birthday party. This will ensure that the guests, as well as your child, will enjoy themselves. One such experience includes slot car racing. Slot car races offer a nostalgic feel for older guests and a fun experience for children. Such races include the children in a variety of ways. Kids can race, provide commentary with venue workers, and time other racers. This gives children a number of chances to be involved beyond simply attending the party. Kids get roles, which gives them a sense of importance so that no child feels left out, even if they aren't the best racer. Slot car races provide a chance for kids to learn new skills and participate in more structured play, leaving the adults at the party to mingle, watch the races, or get involved themselves.
What Should I Look for in a Venue?
Try to keep venue costs minimal. Venues that offer food and drink and a place to sit comfortably and store gifts should be at the top of your list. Some venues even offer the option of photos by form of photo booth, allowing your guests a fun souvenir from the day and memories that will last a lifetime.


I was watching another piece but someone used But It Now in the last hour so it was gone. :cry: Then, the same thing happened with another Vernis piece and I almost gave up. :evil: But I patiently waited and asked around and I got that! What do you guys think?
someone BINed the speedy i was going to buy this morning (i was going to wait for the authentication to come back from mypoupette, i sent it off last night and it was in my email when i woke up) in the six hours that i was asleep. #*%&*#*#%*#. it was in great condition with a beautiful patina for $300.
so congrats! but i definately understand your frustrations.
great bag, love the color!
Ooh - it's gorgeous. I love it.
Oh no! I hope you find another one for a good price. I didn't think that anyone would BIN with one hour left and I saw one go after the other so I was like, WTF?! :evil: But I got this one and everything checks out. I wanted to get it authenticated by mypoupette but there wasn't much time left so I kept on reading the guides and such. I could bring it to the LV closest to me so I'm kinda resting easy on this. Good luck to all those looking on eBay! Don't give up (even though I almost did)!
Well good job being patient! It looks like it paid off! Great color! Congrats!
Congrats Kathyrose! What a beauty!!!
i've got about a dozen more speedys on my watch list, lol, but i don't like to bid, i like to BIN, and that was the only one with that option i'm almost never home or at a computer when my auctions end because i work and go to school on pretty rigid schedules. congrats on your success, though, ebay success can be had, i suppose.
Gorgeous! That red is to die for, congratulations!
I have been using it for the past couple years now....it truly is amazing!
I love it! The color is gorgeous. Congrats, I'm happy for you!
i don't think anyone can go wrong with a red bag !
I like the Ferrari Red! Now you just need the Ferrari to go with it.


Our people are experts in their fields. Their innovative thinking around the critical issues facing organisations is often featured in the press.
PA Consulting's latest CO2 emissions research for car makers is featured on BBC Radio 4.
PA Consulting financial crime expert Richard Grint's article has been published in Global Banking & Finance Review, drawing on findings from PA's recent report on financial crime.
Computable reports on the four winning team of the first awards day of PA's Dutch Raspberry Pi competition.
PA Consulting's financial results are reported in Consultancy.uk.
PA's first Raspberry Pi competition in The Netherlands is discussed on Dutch national radio station BNR.
PA Consulting's report 'Time To Get Personal' is featured in Travolution.
PA asks whether, encouraged by regulators and changing customer sentiment, water and energy companies are edging towards mutualisation.
Police Professional has dedicated an article to PA Consulting's report, A tangled web: rethinking the approach to online CSEA.
Consultant News reports on PA Consulting's 2018 financial results.
PA Consulting's 2018 financial results are profiled in Top Consultant.
PA's Jamie Stone, Global head of design for PA's consumer industry discusses direct-to-consumer, e-commerce and how brands can differentiate themselves in a competitive market.
PA Consulting's Alan Treadgold, a retail expert, is quoted in The Grocer. Alan shares his view on direct to consumer businesses.
Adam Stringer, an operational resilience expert at PA Consulting, discusses the Senior Managers and Certification Regime and its renewed focus on operational and cyber resilience.


text:
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Scoop: Coming Up on a New Episode of YOUNG SHELDON on CBS - Thursday, January 9, 2020
by TV Scoop
BroadwayWorld.com Dec. 11, 2019
"A Live Chicken, a Fried Chicken and Holy Matrimony" - George Sr. and Meemaw struggle to manage the Cooper household while Mary plans Pastor Jeff's (Matt Hobby) wedding, on YOUNG SHELDON, Thursday, Jan. 9 (8:00-8:31 PM, ET/PT) on the CBS Television Network.
For YOUNG SHELDON Cooper, it isn't easy growing up in East Texas. Being a once-in-a-generation mind capable of advanced mathematics and Science isn't always helpful in a land where church and football are king. And while the vulnerable, gifted and somewhat naïve Sheldon deals with the world, his very normal family must find a way to deal with him.
His father, George, is struggling to find his way as a HIGH SCHOOL FOOTBALL coach and as father to a boy he doesn't understand. Sheldon's mother, Mary, fiercely protects and nurtures her son in a town where he just doesn't fit in. Sheldon's older brother, Georgie, does the best he can in high school, but it's tough to be cool when you're in the same classes with your odd younger brother. Sheldon's twin sister, Missy, sometimes resents all the attention Sheldon gets, but also remains THE ONE person who can reliably tell Sheldon the truth. Finally, there's Sheldon's beloved Meemaw, his foul-mouthed, hard-drinking Texas grandmother who is very supportive of her grandson and his unique gifts.
For 12 years on "The Big Bang Theory," audiences have come to know the iconic, eccentric and extraordinary Sheldon Cooper. This single-camera, half-hour comedy allows us the chance to meet him in childhood, as he embarks on his innocent, awkward and hopeful journey toward the man he will become.
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RICHARD JEWELL's Kathy Bates Earns Fourth Oscar Nomination; Film Now Screens in the Philippines
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VIDEO: Watch Andrew Yang Interviewed on THE LATE SHOW WITH STEPHEN COLBERT!
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Scoop: Upcoming Guests on CBS THIS MORNING, 1/18-1/24
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text:
namespace CommandQueryExample.Common.StandardCommands
{
    public class UpdateCommand<T> : BaseCommand<T> where T : class
    {
        public UpdateCommand(T item)
        {
            Action = s => MarkAsModified(item);
        }
    }
}


text:
Iress (ASX:IRE) knocks back private equity takeover bid
by Melissa Darmawan July 29, 2021 11:00 AM
ASX:IRE
Trading platform provider Iress (ASX:IRE) knocked back an unsolicited takeover bid from private equity firm, EQT as they present to investors their plans to expand in the marketplace.
The $2.4 billion giant has tabled growth strategies to dominate the superannuation and investment infrastructure space in the United Kingdom, providing insights at their Investor Day on what that all means today.
The platform giant is looking to boost the superannuation industry with its administration and technology functions claiming it could reduce costs by up to 50 per cent.
Along with the action pack day, the tech giant also announced a share buy-back of up to $100 million of ordinary fully paid shares to commence after their half-year results in August.
The news comes after the market provider denied speculation around any direct approach after the Australian Financial Review leaked that investment bank Barrenjoey was sniffing around for buyers last month.
Iress chief executive, Andrew Walsh, said "following a comprehensive board-led review that followed the appointment of Roger Sharp as chair-elect in February, it is clear that the opportunity for Iress is greater than previously anticipated and current consensus".
"We have built solid foundations enabling us to capture more market share in large addressable markets. We are executing our growth strategies including in the United Kingdom, in superannuation and for investment infrastructure. In completing the transition to a single technology platform we will also achieve greater operational leverage and speed to market".
"Iress is also focused on enhancing earnings per share through capital management and today announced an on-market share buy back of up to $100 million of ordinary fully paid shares."
Shares in Iress (ASX:IRE) are trading 13.6 per cent higher at $14.21.
Iress
Melissa Darmawan


text:
Classics in Short Number 103: Three Royal Monkeys
BfK No. 204 - January 2014
This issue's cover illustration is from Finding Jennifer Jones by Anne Cassidy. Thanks to Hot Key Books for their help with this January cover and to Atom for their support of the Authorgraph interview with Keren David.
By clicking here you can view, print or download the fully artworked Digital Edition of BfK 204 January 2014 .
Brian Alderson
Thummma, Thimbulla and Ummanodda
first set out on their wondrous jungle trek under the banner of The Three Mulla-Mulgars in 1910. Their strange story was in the hands of Walter de la Mare at the precarious freelance beginning of his career and it was so daring in its conception that one cannot help but feel it being pressed on him by some shadowy force – what the Mulgars might call Nooma – in a corner of his study.
These monkeys --
Thumb, Thimble and Nod for short – are the sons of one, Seelem, a prince of the Blood Royal of Assasimmon who had wearied of life in his brother's palace in the Valleys of Tishnar and had become a wanderer in the 'immense and solitudinous forest' beyond. Eventually though he is drawn to return and although he promises to come back 'with slaves and scarlet and food-baskets and Zeverras, and bring you all there' he does not do so, and, after the death of Mutta-matutta, their mother, the three Mulla-Mulgars decide to follow him.
has come upon them though. A strange winter of frost and snow has descended on the jungle, adding to the difficulties of what was to become a perilous adventure, although its uniform presence, along with that of the wild landscape and its vegetation make a stable background for the events of the journey. As with most picaresque tales it is the author's inventiveness in the matter of episodes that keeps the reader travelling alongside his characters: a boat is stolen from a Gunga-mulgar; a desperate escape is engineered from the flesh-eating Minimuls, only for Nod to fall from a galloping Zeverra and find himself snared by the one human, or Oomgar, to figure in the tale, Andy Battle.
This central section
was, like some other portions of the story, inspired by de la Mare's reading of the seventeenth century travelogue of Purchas, his Pilgrimage (a book which is part of the small library behind Coleridge's Kubla Khan as well) where Andy Battle features as a shipwrecked sailor. Here he becomes saviour and in part mentor to the lost monkey who, in turn, devizes a plan to save Andy himself from the terror of a Nameless Beast – a scheming that has a slight echo of Mowgli's defeat of Shere Khan to it.
But it would be idle
to pin any influence, either from Purchas or Kipling, on to the imaginative integrity of that event or the sequence of toils and calamities that beset our heroes after Nod's sojourn with the sailor. For one thing – as should by now be obvious – de la Mare is dealing not with a textbook topography, but one running parallel to reality, displayed in its Mulgar tribes, its Coccadriloes and its Ollaconda-trees. Moreover, the very journey to the Valleys of Tishnar is steeped in magic. Battle's Nameless One is an emanation of a force of darkness, part of a metaphysic which de la Mare, perhaps ill-advisedly, set out as a long footnote at the start of his book (later it did little better as an epilogue). Like the 'naming of parts', or the magic of the Wonderstone, with which Nod overcomes certain dangers, or the sought-for Valleys themselves their beauty lies in their resistance to authorial explanation. The reader may interpret all for himself.
such a narrative strategy lays itself open to the charge of whimsy (a threat which may have led to the book's change of title in 1927 to The Three Royal Monkeys). But this may be rebutted by the thoroughness with which de la Mare is absorbed into his own creation. He sustains his vision of the Forest of Munza-Mulgar with great consistency, just as his storytelling register gives it a hieratic formality. (Like so many great children's books it arose through stories told to his own children.) Most attractive of all though is the character with which he imbues his three travellers,
especially Nod, the bright small boy in his sheepskin jacket, the Nizza-neela with magic in him.
When it was first published
The Three Mulla-Mungars was given only a couple of three-colour halftone illustrations by J.R.Monsell (these were not credited to him, but the publisher stuck in a slip to say they were done by a Mr.E.A.Monsell and that has led some people to attribute them wrongly to his sister Eleanor although he signed the pictures in his own characteristic way). The book offered greater opportunities to illustrators though and its first American edition of 1919, later published in London, was given to a young Dorothy Lathrop who lavished a responsive care on drawings and colour plates throughout the book. After the War, the expense of reproduction forbade their use, but an equally fine and extensive set of drawings in black and red by Mildred Eldridge replaced them in 1946 (shrunk and shorn of their colour for the later Puffin edition). Lathrop though spoke for many a reader, when she exulted in her privilege of being able to work on 'the loveliest thing Mr de la Mare has ever written'.
Brian Alderson is founder of the Children's Books History Society and a former Children's Books Editor for The Times.
The Three Mulla-Mulgars (The Three Royal Monkeys) by Walter de la Mare is available from Dover Children's Books, 978-0486493800, £12.49 hbk, illustrations in this edition by Dorothy Lathrop.


One of our unit 14 rooms set up for a small meeting.
Our Unit 14 rooms are ideal for meetings, interviews, breakout sessions or clinical use.
small skills lab that can accommodate 2 lab workstations, or be used as a small meeting room of up to 6, a clinical room, or a breakout room.


Britain's Prime Minister, Theresa May, has pledged to take the country out of the European Union. But before last year's referendum on 23 June, Ms May was a firm advocate against Brexit and for Britain remaining in the EU.
Can we trust a prime minister whose principles blow so easily in the wind? Is this really the sign of a 'strong and stable' leader?
The previous Prime Minister, David Cameron, felt compelled to resign after he urged the country to vote 'Remain' but the electorate voted instead to 'Leave'.
But former Home Secretary, Theresa May, felt no similar compunction to go, despite the fact that she too urged the country to 'vote remain'.
In a speech in April last year, Mrs May spoke firmly against Brexit and in favour of Britain's continued membership of the EU.
In addition, Brexit might prove fatal to "the Union between England and Scotland", which she did not want to happen.
"The reality is that we do not know on what terms we would win access to the single market.
• "Remaining inside the European Union does make us more secure, it does make us more prosperous and it does make us more influential beyond our shores.
• "I believe the case to remain a member of the European Union is strong.
But as Prime Minister, Theresa May has completely changed her tune. She will now willingly take the country out of the Union and the EU Single Market, without even a glance back, and against her own advice.
How is it possible for Theresa May to take Britain in a direction which only a year ago she advocated was most definitely not in the country's best interests?
After all, nobody forced her to be the gung-ho Brexit Prime Minister, did they?
But on 8 June, the electorate has an opportunity to force two-faced Theresa and her Tory regime out of office.
This entry was posted in Current Affairs, Democracy & Citizenship, Economics & Trade, Global & International, Media & Communications, Politics & Public Policy, The EU and tagged 8 June 2017, brexit, European Union, General Election, Remain, Theresa May. Bookmark the permalink.