text:
\section{Introduction}
Nowadays, agile software development has become a common way of developing software, especially in the information systems domain. A survey on agile development~\cite{versionOne} shows that, although there are many agile process frameworks, only few are regularly used: \emph{Scrum}, \emph{Extreme Programming} (XP) and \emph{Kanban}. Scrum is the most frequently used agile process framework with more than 70\% of the answering companies using it~\cite{versionOne}.
Yet, only 55\% use ``pure'' Scrum as it has been initially described. Practitioners apply a combination of Scrum and other approaches or processes, e.g.\ XP or Kanban, as well as adaptations. Ken Schwaber, one of the Scrum inventors, states that around "75\% of companies that claim using Scrum, do not really use Scrum"~\cite{SchwaberGiants}.

Therefore, our research objective is to understand these variations in the application of Scrum in practice. We investigate \textbf{which} variations were introduced and \textbf{why} they are used.
To do so, we interviewed employees of ten German software companies from different domains and with different sizes and analysed the answers qualitatively.

\section{Scrum Background}
\label{sec:background}

To be able to identify \emph{variations}, we need to establish what the \emph{standard} is. We use the ``Scrum Guide'' \cite{sutherland2011Scrum} as our basis for comparison.
Thus, we will summarise the  aspects that are most important for this paper:

The roles involved in Scrum are: \textbf{Scrum Master}, \textbf{Product Owner} and \textbf{Development Team}.
The Scrum Master is responsible for the team sticking to the rules of Scrum and for organising the events. It is his or her task to introduce changes to optimise the productivity of the Development Team.
The Product Owner is the interface between the Development Team and the stakeholders of the project. It is his or her task to collect all requirements and add them to the \textbf{Product Backlog}, the list of known requirements and related tasks. The Product Owner has to prioritise the requirements in the Product Backlog. She or he is the only one authorised to change the Product Backlog, and ``the Product Owner is one person, not a committee''~\cite{sutherland2011Scrum}. The Development Team has a size of three to nine developers who are self-organising and cross-functional.

The product is developed in iterations called \textbf{Sprints} taking two to four weeks with a fixed length (that could vary over the teams). A Sprint can only be abandoned by the Product Owner if the aim of the Sprint does not match the aim of the project anymore. At the end of each Sprint, a releasable working (software) product is available.

Each Sprint contains the following events:
\begin{itemize}
\item The \textbf{Sprint Planning} defines the aim of the Sprint: The Product Owner presents the backlog items with the highest priority, and the Team estimates how many of them can be accomplished in the next Sprint. This results in the \textbf{Sprint Backlog} containing all requirements the team committed to accomplish.
\item During the Sprint, the Development Team holds a \textbf{Daily Scrum} of 15 minutes maximum supervised by the Scrum Master.
In this event three questions are answered: \textit{What have I accomplished yesterday to fulfil the Sprint aim? What will I do today to approach the Sprint aim? Did I encounter a problem which could interfere with the progress? }
\item In the \textbf{Sprint Review}, at the end of each Sprint, the Sprint results are presented to the stakeholders and accepted based on a common definition of ``Done''.
The stakeholders give feedback about the new increment and further progress is discussed.
\item In the \textbf{Sprint Retrospective}, the Development Team reflects about the Sprint to detect problems and develop solutions.
\end{itemize}

\section {Case Study Design}

\subsection{Research Questions}

Our research objective is to better understand the variations of Scrum in practice and the reasons for these variations. Thus, our study goal is:

\begin{center}
\fbox{\parbox{12cm}{\textit{Analyse the \textbf{Scrum framework} to explore its \textbf{industrial usage} with respect to its \textbf{variations} from the perspective of \textbf{practitioners}.}}}
\end{center}

We broke down this research goal, which still covers a wide area, into research questions (RQ) for a detailed analysis. Based on the description of Scrum (Section~\ref{sec:background}) as the standard for comparison, we ended up with the following research questions focusing on the variations and reasons of their application to Scrum:

\begin{itemize}
\setlength{\itemsep}{2pt}
	\item \textbf{RQ1:} What and why do they vary in the \textbf{Development Team}?
	\begin{itemize}
	\setlength{\itemsep}{1pt}
		\item \textbf{RQ1.1:} What and why do they vary in the \textbf{role} of \textbf{Product Owner}?
		\item \textbf{RQ1.2:} What and why do they vary in the \textbf{role} of \textbf{Scrum Master}?
	\end{itemize}
	\item \textbf{RQ2:} What and why do they vary in the \textbf{Sprints}?
	\item \textbf{RQ3:} What and why do they vary in the \textbf{events}?
	\item \textbf{RQ4:} What and why do they vary in \textbf{requirements engineering}?
	\item \textbf{RQ5:} What and why do they vary in \textbf{quality assurance}?
\end{itemize}

\subsection{Case and Subjects Selection}

We selected the cases and subjects based on the availability and willingness of the interview partners. The cases, the specific projects where Scrum is applied, depend
on the study subjects, the interview participants, because they can only provide experience from their past or current projects. We also aimed to maximise variation by asking companies from different domains.

\subsection {Data Collection Procedure}
We conducted semi-structured interviews with the subjects about their most recent projects in which they applied Scrum. The guiding questions we used in the interviews are available
in \cite{guidelines} and are aligned with common available Scrum checklists \cite{scrumchecklist}. Nonetheless, we did not use such checklists, because the reasoning
behind the variations of Scrum is not in their scope.

We conducted all interviews by one of the authors as interviewer together with one company employee as interviewee. Within the interviews (1) we first explained the idea behind this work  to the participants. (2) We informed them that we handle their answers anonymously. (3) We gave them the interview questions and started discussing and answering. The result of the data collection were the final notes from each interview.

\subsection{Analysis Procedure}

We analysed the notes of the interviews purely qualitatively. First, we distilled categories with short answers into a table. For
example, we collected the Sprint length, the duration of the events or the team size for each case. Second, we extracted and
combined the answers for each of the research questions from the notes. We discussed and refined these answers among
all researchers. For further discussion, we also checked possible connections between the asked questions and a mapping
study for the usage of agile practices \cite{Diebold:2014:APP:2601248.2601254}.

\subsection{Validity Procedure}

Our main action was to build and use the structured interview guideline to support the validity of the results.
We selected the study subjects so as to avoid any interference between them. At the beginning, we stated the purpose of the interview, and we assured them that the results would be treated anonymously which gave the
interviewees the freedom to give honest and open answers. As we did not record the interviews, we offered the interviewees the possibility to check the notes after the interview.

All researchers read and discussed the interview notes as well as the extracted answers. For part of the table presenting the results, an independent re-extraction of the answers from the interview notes was conducted by two researchers to find and resolve discrepancies in the interpretation.

\section {Results}

\subsection{Case and Subject Description}

We conducted 10 interviews. The German companies of our interviewees cover a wide range from one very small start-up (4 employees) up to companies with around 130,000 employees. Six of the companies had a size between 100 and 350 employees. The remaining three companies are large corporations with several thousand employees. Most of the companies (except the smallest one) work and sell their products or services internationally. Besides the size and internationality of the organisations, we were interested in the different domains they were working in to further increase the variation. Yet, nine companies are working in different information systems domains and the other one in embedded systems. Our interviewees were all developers or development managers but are not necessarily representative for other Scrum teams in the same company.

\subsection{Overview}

We were able to give short answers for 14 aspects of the interview notes. These are shown in Table~\ref{tab:results}. We provide the team size (excluding Scrum Master and Product Owner),
if tasks are outsourced, i.e. given to people outside of the team, and  if the team is at only one location. We show if there is a Scrum Master and a Product Owner. For all the event types,
we give the durations and, for the Daily Scrums, also if discussions are allowed beyond the answers to the three questions. For the Sprint planning, we report the Sprint lengths, if there
is a buffer in the plan, if there is a release plan and whether stories not completed in a Sprint are put back into the Product Backlog, split or continued. If we could not clearly determine the answer from the notes, we mark the cell with an ``?''.

\setlength{\tabcolsep}{6pt}
\begin{table}
\caption{Results of the Interviews}
\label{results}
\begin{threeparttable}
\begin{tabularx}{12.7cm}{L{.2cm}L{.8cm} L{.8cm} L{.8cm} L{1.8cm} L{2.0cm} L{1.4cm} L{1.4cm}}
\hline
   & Team   & Tasks & Team  & Scrum & Product  & \multicolumn{2}{c}{Daily Scrum}  \\ \cline{7-8}
  No. &  Size  & Out\-sourced&  Local & Master  & Owner & Duration & Discussions \\
\hline
 \textbf{1} & 3--7 			&  yes & yes 								& yes, is also project lead  		&  no  & 15 min, partly every second day & no    \\
 \textbf{2}  & 5 			&  yes & yes 								& yes, is also developer   			& yes, but also PO for the whole system  & 30 min, only when needed   & brief\\
 \textbf{3}  & 2--7  	& no 	& (yes)\tnote{1} 	& yes  &  yes & 15 min, but story related & no \\
 \textbf{4}  & 4--10 		& no 	&  ?							& yes, had additional tasks & no, divided between several people  & 15 min  & no \\
 \textbf{5}  & 20--25 split into 2 teams		& no 	& yes 								& no, divided between 3 people  & yes & 30 min & yes\\
 \textbf{6}  & 10 			& yes 	& yes 								& yes, is also developer & no  & 15 min  & yes \\
 \textbf{7}  & 2--4  		& no 	& yes 								&  yes  & yes, but is also developer & ? & ? \\
 \textbf{8}  & 5 + tester & yes & (yes)\tnote{2} & yes, is also team-leader & no & 15 min  & yes  \\
 \textbf{9}  & 10 & yes & yes & no & yes & 15 min & no\\
 \textbf{10} & 4 & no &  (yes)\tnote{3} & no & no, role split between architect and customer& 15 min & yes \\
 \hline
\end{tabularx}
\begin{tablenotes}
\item[1] Two adjacent rooms \item[2] same floor \item[3] If everybody is present
\end{tablenotes}
\end{threeparttable}
\bigskip

\begin{threeparttable}
\begin{tabular}{p{0.2cm}p{1.1cm} p{1.5cm} p{1.7cm} L{1.6cm} p{.7cm} p{1cm} p{1.5cm}}
\hline
&\multicolumn{3}{c}{Duration of Event} & Sprint& & Release& Incomplete \\ \cline{2-4}
No.&  Planning & Review & Retrospective & Length & Buffer &Plan  &Stories\tnote{4}\\
\hline
 \textbf{1} &  30 min  & \multicolumn{2}{c}{both together 1h} &  4 weeks &  10\%  & yes & back/split\\
 \textbf{2} &  1 day &  \multicolumn{2}{c}{both together 1 day} &  4 weeks & none & yes & back/cont.\\
 \textbf{3} & 1 day & 1h & 1.5h & 2 weeks & none & yes & back\\
 \textbf{4}  & 4--7h &  30 min &  1h &  2 weeks &  none & no& split\\
 \textbf{5} &   3h & 3h & ? & 3 weeks & 20\% & yes & cont.\\
 \textbf{6} &  ? & ? & ? & 4 weeks, $3 \times 2$ weeks & none &  yes & ?\\
 \textbf{7} &  1 day & 1 day & ?  &     1--4 weeks &   25\%  & no & split\\
 \textbf{8} & 1.5h &1.5h &1.5h& 2 weeks & no & no &split \\
 \textbf{9} & 4h & 1h--1.5h & 1h & 2 weeks & no & yes &split \\
 \textbf{10}&\multicolumn{3}{c}{all three together 3--4h}& 1--2 weeks & yes &  yes &  split\\
 \hline
 \end{tabular}
\begin{tablenotes}
\item[4] back = Back to the Backlog; cont. = Continue in the next Sprint; split = story is split up and unfinished work has to be planned again
\end{tablenotes}
\end{threeparttable}
\label{tab:results}
\end{table}

\subsection{Team, Product Owner, and Scrum Master}

The team is a central part of Scrum and an important constraint is the size of the team. We found that several of the companies stretch the team size below and above the
recommended 3--9 people. Two of the companies have teams with only two members. Three companies work with teams of up to ten members; one of these even with more than 10 members.
The reason is that originally, there was a classical team of 25 people.

Some teams have dedicated experts for specific topics while others are generalists. The teams with experts explain their choice by the extraordinary technical depth and higher efficiency. The oddest case was a ``classical'' Scrum team and an additional team for writing specifications. The company considers this necessary, because they implement the core of a very large project with many other teams relying on them. The specifications team is responsible for acquiring information about all interfaces and from all the other teams. On the other hand, the teams with generalists argue that it reduces the problem of unavailable people and allows the team balance responsibilities better.

Most of the companies run cross-functional teams with all expertise necessary for the successful completion of the project. Two of the companies outsourced some aspects, e.g.\ UI design or manual testing.

 Ionel \cite{ft2008critical} found similar conclusions. He points out, as a possible cause for this, that smaller teams might work more effectively due to better communication, but the additional effort to coordinate a bunch of small teams increases significantly. So companies tend to increase the team size instead.

Half of the companies follow the standard idea of a \textbf{Product Owner} in their projects. Often, the Product Owner is a business analyst responsible for one or more teams (to reduce effort for communication between them). One company also had a hierarchy of Product Owners. Two companies even had a Product Owner directly from the customer. In contrast, in one company, the Product Owner was both, the business expert and the project manager. In one company, there were two Product Owners: one being the internal software architect and one being the external customer. Others reported that they either do not have a dedicated Product Owner at all and receive requirements directly from stakeholders or have a separate product management (department). Finally, in one company, a developer took this role because of the company size of four people.

It is interesting that not all interviewed companies had a Product Owner, as e.g. Moe and Dings{\o}yr~\cite{moe2008Scrum} stress that the Product Owner is crucial for the communication of the product vision.

Almost all interviewees stated that they use the role of the \textbf{Scrum Master} in some way. However, the implementation differs: Companies fill this role with an existing project manager or team lead, split it between project manager and software architect or have one of the developers as Scrum Master. Thus, the main difficulty seems to be that being Scrum Master for only one team is not a full-time job. Two companies report that having one of the developers as Scrum Master works well with a strong-minded and experienced developer, because such a person has a better insight into the technicalities of the project. This also increases his acceptance with the rest of the developers. In another company, where the Scrum Master is mainly a developer, the role degenerated to an event organiser. Only one company does not name a Scrum Master explicitly. In all companies without a dedicated Scrum Master, the costs seem to play a major role. They avoid reducing the overall capacity by assigning a developer as full-time Scrum Master.
Another possible cause for a ``shared" Scrum Master is presented by Moe and Dings{\o}yr~\cite{moe2008Scrum}. The role is shifted in the direction of a project manager, because the team members are working on many different projects simultaneously, and so the Scrum Master is also in charge of managing the progress of different projects.

\subsection{Sprint}

All interviewees reported that their companies run fixed-\textbf{length} Sprints. The length of these Sprints is mostly four weeks but some also used two or three weeks. The smallest company uses a fixed Sprint length in a project but varies over projects. They sometimes even run one-week Sprints.
One company reported that they separate ``normal'' Sprints of four weeks from subsequent two-week Sprints for clean-up work.
All interviewees reported that exceptions are rare, e.g. for public holidays. One company handles new product generations more flexibly but has fixed-length Sprints for established products. One interviewee reported that the Sprint is not shielded from outside changes to let the product management remove stories from or push stories into ongoing Sprints.

Most companies do not calculate a \textbf{buffer} in the work assigned to a Sprint. But two interviewees report that they only calculate with 80\% workload for the developers to account
for sick leave or uncertainties. One company uses a fixed 10\% buffer. Another reserves 25\% for bug fixing, grooming and any unforeseen work.
Another company has a varying buffer for technological risks.

\subsection{Events}

Although the \textbf{Daily Scrum} is a central means of communication in Scrum, we found that most of the companies do not follow \cite{sutherland2011Scrum}. Some companies
hold events of 30 minutes instead the 15 minutes. We also have results that the event is done every other day or only once a week, if there are not enough news.
One company allows members and Scrum Masters of other teams, who are responsible for interfaces, to be present at the Daily Scrum. This should make agreements on these interfaces easier. Furthermore, several interviewees reported that discussions are allowed during their Daily Scrums. The reason is that then they discuss issues relevant for everyone on the team and decisions can be made. One interviewee described that they hold the event structured according to the currently relevant User Stories and discuss them one by one because of higher efficiency.

A reason why the time span between Daily Scrums is increased might be the increased team size. As Ionel \cite{ft2008critical} stated, the increased event time also holds the risk of team members becoming uninterested. Companies might try to compensate for that by not holding the events daily, thus increasing the information content to keep it interesting for everyone.

All companies hold explicit \textbf{Sprint planning} events with varying topics from the current Sprint up to several Sprints. Most companies also follow the proposed structure of (1) fixing the stories for the Sprint and then (2) refining them into tasks. Six companies reported that they use planning poker for estimating User Stories. Sometimes, the planning poker sessions are held outside the planning. If they have very unclear stories, one company inserts a pre-planning phase of up to five days. Some companies skip the second part of the event. The small company even does not define any acceptance criteria because of the vaguely defined User Stories and the missing Product Owner taking care of that. Most companies reserve a whole day for the event and report that this investment pays off by accurate planning and estimates. One company reported only 30 minutes but we assume that they do not perform a proper planning.

All interviewees reported that their companies hold some kind of \textbf{Review} event. In several companies, other stakeholders are not always present
at the Review. In one company it is a means to get feedback about missing functionality from the Product Owner. Two companies have the strategy to conduct two
Reviews: One Review is internal with other developers reviewing the results. The second Review contains other stakeholders and in particular the customer. The reason is
that the team has the possibility to make smaller changes and corrections based on first feedback before the customer sees the increment.

Finally, the \textbf{Retrospective} is held in most companies. We found only one company that does not use Retrospectives at all. Another company holds them only rarely.
All interviewees report that the Retrospectives are held together or at least on the same day as the Review. In this event, however, only the team participates. The length of
the combined Review and Retrospective events range from 1 to 3.5 hours. Only the small company has a full day Review event.

\subsection{Requirements}

All interviewees use a \textbf{Product Backlog} as a central means of capturing requirements. As Scrum suggests, all companies keep the requirements in
the Product Backlog rather vague and high-level. One interviewee stated that one of the aims is to give an overview of the project. Several of the projects use \emph{JIRA}\footnote{\url{https://www.atlassian.com/software/jira}} for handling the Product Backlog. Microsoft Excel is in use alternatively.

The more concrete requirements in the \textbf{Sprint Backlog} are handled mostly as proposed in the Scrum Guide. Almost all interviewees described that the team
selects and refines requirements from the prioritised list in the Product Backlog. Only one company does not allow the team to decide on that but the Product Owner, architect
and project leader select and prioritise the requirements. This is a relic from the older, hierarchical development process.

The common way to specify requirements is by \textbf{User Stories}. In most companies, the team defines some more or less sharp acceptance criteria per User Story. Only one team in our study had  an actual Definition of Done in the Scrum sense.
In one company, the acceptance criteria are defined during Sprint planning. One company does not consequently use User Stories as means of describing requirements. They state that they use them only for a better understanding but not for all requirements. The reason is, again, the small size of the company and the missing Product Owner.
If a User Story cannot be completed in a Sprint, there are two strategies in the analysed companies: Either the whole User Story is pushed back to the Product Backlog and
reprioritised, or the team tries to split the User Story into something shippable now and tasks that are done in the next Sprint. The effort for a User Story is estimated either in
story points or person-hours. The companies using person-hours argue that they found story points too abstract and prefer to work with a more specific unit.

\subsection{Quality Assurance}

All interviewees described the usage of automated tests in their companies. They are usually part of a continuous integration and nightly builds. Only four companies explicitly
mention additional code reviews and automated static analysis. Four interviewees explicitly mentioned manual tests. One company emphasised that they also do a review of each
User Story they define. Scrum has no explicit constraints on the used quality assurance techniques.

The work of Fontana, Reinehr and Malucelli~\cite{fontana2014maturing} revealed that agile quality assurance can be added at any level of maturity. It is possible that the companies with less QA techniques in their development processes are at the beginning of their personal development in the agile world and so focus first on the essential parts, e.g.\ the involved customer or agile planning.

These quality assurance techniques are used to check the definition of done. This is an important concept in Scrum. The acceptance of a User Story with acceptance
criteria and a definition of done is practiced in the analysed companies. It varies, however, how strictly the Definition of Done is defined and who is deciding acceptance.
Several interviewees stated that the acceptance criteria are not clearly specified. In some companies, the Product Owner decides if the User Story is accepted. If there is no
Product Owner, the team makes this decision.

\subsection{Evaluation of Validity}

The interview guidelines proved to be helpful for focussing during the interviews but even more so during analysis as the interviews were not audio taped. We used the categories as a guiding structure in the analysis and write-up. Additionally, the interview guidelines reduced the risk of a misinterpretation and increased the objectivity of the notes taken, because it was always possible to fall back to the basic question in the guideline. The remaining threat of subjective filtering by the interviewers is in our opinion negligible.
 We did not notice any major misunderstandings. For example, some interviewees were not directly aware of what the three questions
in the Daily Scrum are but a short explanation could resolve this. Furthermore, we had the impression that the assurance of anonymity
led the interviewees to answer freely and openly.

The independent re-extraction of several of the answers in the main results table (Table~\ref{tab:results}) revealed few differences in our interpretation. For example,
we judged differently under which circumstances we describe a case as having a Scrum Master or Product Owner. A discussion resolved these differences. For the roles,
we decided to stick to the Scrum Guide and not accept a Scrum Master or Product Owner, if the role is shared by several people. Therefore, we are confident that the contents
of the table are valid. For the further textual results descriptions, we cannot rule out that there are smaller misinterpretations. Yet, all researchers reviewed these parts and we
discussed unclear issues.

Despite we only interviewed German development teams, we believe that our qualitative results should be well generalisable for other companies applying Scrum, especially in information systems. We expect the variations and reasons will occur in other companies, maybe among others. Still, there might be a a cultural impact, which we are investigating in this study.

\section {Related Work}

In contrast to our purely outside view on the topic, Kniberg \cite{kniberg2007Scrum} reports from his experience how Scrum and XP is used in the real world. He discusses essential parts of the process in detail, including some of the alterations we have seen in the interviews.

Kurapati, Manyam and Petersen \cite{kurapati2012agile} did an extensive survey of agile practices. Among other topics, they also looked into compliance to the Scrum framework. But while Kurapati et al. stopped at the level of how many Scrum practices were used, we go one step further and investigate in detail which practices are used and how and why they are altered.

Moe and Dings{\o}yr~\cite{moe2008Scrum} examined the team effectiveness effects of Scrum. They formulated the alterations of the company involved in the case study as problems. This is a different perspective compared to our work, but it still shows which kind of alterations are made and why.

Dorairaj, Noble and Malik~\cite{dorairaj2012understanding} studied the behaviour of distributed agile development teams. They focused on the dynamics of cooperation in the teams and presented six strategies the teams adopt to make up for the difficulties in communication in distributed teams.
Their data also provided support for our results concerning the topic of team size as a frequently violated Scrum rule and the almost complete commitment to the Sprint length of 2--4 weeks.

Barabino et al.~\cite{barabino2014agile} conducted a survey on the use of agile methodologies in web development. From the Scrum practices, they found that the Daily Scrum is used most often and that aspects connected to the releases, like continuous delivery, are taken care of less. This matches our results, as we see that the daily events are used by all of our interviewees with little changes and process parts, e.g.\ the release plan, are used seldom and only in a very vague form.

Ionel \cite{ft2008critical} discusses key features of Scrum, like the team size or the Sprints, and potential effects of deviations from these key features. For example, he states that a team of more than 10 people will have increasing difficulties in communicating and implementing changes. Yet, splitting a larger team into several smaller teams leads to a large coordination effort (Scrum-of-Scrums).

Fontana, Reinehr and Malucelli~\cite{fontana2014maturing} thought about what defines maturity in agile development. They argue that maturity in agile is not about following a predefined path but to find what fits your agile development style.  They still see some essential agile practices enforced by most of the mature agile users. While this is on a higher abstraction level then our work, the effect of maturity stated here might be the reason of some of the changes we see in Scrum.

\section{Conclusions and Future Work}
Based on the ten interviews performed with different companies about their applications of Scrum, we can confirm the statement of Schwaber
that most often it is not used as proposed. Our results show that (1) none of the companies conforms to the Scrum Guide (only one is close) and
(2) there is at least one company deviating from the standard for each aspect. Additionally, the results of the interviews gave us several reasons
for these variations. In some cases, we found pragmatic justifications such as ``the team found it more efficient". For example, short discussions
during the Daily Scrum seem to be useful in some companies. Other deviations seem more like a legacy from more hierarchical, non-agile processes.
For example, one company has a specification team and an implementation team as well as the Scrum Master role split between a project leader
and a chief architect.

In addition to the comparison with related work, we conclude by relating our results to the overall results of a mapping study on agile practices~\cite{Diebold:2014:APP:2601248.2601254}.
The results concerning the \textbf{Sprints} and their lengths showed similar results as in the literature: all companies are using a time box. The partial variation of the Sprint length is also similar in literature.
Of the events performed \textbf{Sprint Planning} is most often mentioned in literature, followed by the \textbf{Retrospective} and less often, the \textbf{Review}. In contrast, our results show the opposite: Retrospectives are used less by the interview partners.
The common use of  \textbf{Daily Scrums} is confirmed by our results and the mapping study and the few deviations in the event durations can be found in literature too.

Regarding requirements, again a similarity to~\cite{Diebold:2014:APP:2601248.2601254} can be seen, as \textbf{User Stories} are used by all of the interview partners. They only vary the way of writing.
Additionally, our results show the different variations of dealing with the concepts of Product Backlog and Sprint Backlog.
The mapping study covers all agile methods, also XP including the on-site customer which is rarely used. This explains the deviation from our \textbf{Product Owner} results. Product Owners are often used but frequently in slightly adapted ways.
The QA aspects show the largest deviation between the mapping study and our interview results, because literature often mentions explicit the absence  of pair programming, whereas our results give more details about which QA practices are used within Scrum. This matches the partial usage of QA practices reported in~\cite{Diebold:2014:APP:2601248.2601254}.

Based on our results we would like to extend this case study to companies with more varying background. Additionally, it would be helpful to interview companies from different countries. Then a detailed comparison with domain data of~\cite{Diebold:2014:APP:2601248.2601254} would be possible, and we might be able to give practitioners guidance on when to vary which aspects of Scrum.

\bibliographystyle{plain}

redpajama_set_name: RedPajamaArXiv


Named by TIME magazine as one of 11 "Heroes of Medicine, Paul Alan Cox has searched island rainforests for new cures for some the world's most serious illnesses. He was awarded the Goldman Environmental Prize, known as the "Nobel Prize of the Environment" for his partnership indigenous villagers as described in Nafanua. He founded the Seacology, considered to be the world's premier conservation organization.
Paul is also the author of "Plants, People, and Culture: The Science of Ethnobotany" and "Islands, Plants and Polynesians: An Introduction to Polynesian Ethnobotany".


Over the summer, a beloved friend came to visit for the weekend. When she arrived, she was reading this book, and she told me many times over the weekend how much I would love the story. As she was leaving, she said she'd send it to me to borrow when she was done, but before she had a chance to send it I picked it up at the library because I trust this friend when it comes to books. She has never steered me wrong.
Crawling into bed to read Friday night, I gobbled up the first three chapters, glaring at the clock as it reminded me I had to get up early in the morning. I sat down Saturday afternoon, once I'd gotten all my NaNoWriMo business out of the way, and immersed myself more deeply in the apocalyptic world Rebecca Roanhorse set Trail of Lightning (The Sixth World). It didn't seem like a long time passed before my husband notified me dinner was ready, but when I looked up at the clock two hours had been lost to me as I followed the main character, Maggie Hoskie, on her journey through the desert hunting monsters with her new partner, Kai.
As mentioned above, this story is set in the wake of a climate apocalypse. Rising waters swallow North America, cutting Dinétah and its people off from civilization. Their lands walled in all sides, a fortunate bit of foresight building those walls, they are safe… well… as safe as one can be in a world altered by disasters. Gods and heroes from Diné legends walk the earth, which is good thing because so do monsters.
Maggie is a monster hunter–not the Monsterslayer of legend, mind, but she trained with him, and she's got a bit of a reputation of her own, and besides that's another story entirely–and when she comes face to face with a creature unlike any she's ever seen before, it reeks of magic reminiscent of witches. Witches like the those who killed her grandmother and made Maggie herself a monster.
As a character, Maggie is complicated in all the right ways, making her identifiable and sympathetic. She's hard, the wall around her layers thick, and the reasons she built that wall more palpable than you could imagine. I fell in love with her voice almost immediately, and, well… like I said above, hours were lost in that weird and beautiful way they tend to be while reading a really good book.
Highly recommend Trail of Lightning because while there have been bajillions of apocalyptic books over the decades, many of them rife with zombies, Roanhorse took the apocalypse and turned it on its ear in a fabulous way.
Five out of five stars, and now I wait for the sequel, Storm of Locusts, which is scheduled for an April 2019 release, but gods that feels like forever away.


Phasor's technology is designed to meet the ever increasing connectivity demands on moving vehicles.
Because Phasor's technology is digital and modular, Phasor's antennas can be scaled up without any loss in performance to meet the desired connectivity requirements - you simply add more modules to the antenna.
The more modules that are connected, the larger the antenna area and hence the higher the connection data-rate.
Due to the very-low profile and ability to conform, any surface can have the antenna built-in. This means that Phasor's antenna can cover enough area, without the downsides of drag, weight or visual impact, to meet the multi-megabit connectivity demands across multiple use-cases and markets.


Any Saturday afternoon you are likely to find me at the local Best Buy or Fry's. You see, I am a gadget nut and I love finding that next great product that helps me do something new or better. This is, of course, a good thing for the guy who heads up Ecosystem marketing for Windows. A big part of what makes Windows great is the universe of partners around it. My last few purchases (a Wacom Bamboo tablet, a Seagate FreeAgent Go 1TB portable drive, a Netgear WNDR3700 router, a Samsung netbook and a new Microsoft mouse) all have something in common – they all shine with Windows 7. This got me thinking a lot about the great support we are seeing from the ecosystem (something we have talked about before) and how these partners help enhance the Windows experience for all of our users.
Last week, we announced sales had reached more than 100 million licenses, which means more people are choosing Windows 7. These people choose Windows in part because the apps and devices they care about simply work. I often get asked to characterize how many products work with Windows 7. The answer is simple – the number is huge. Let's talk about the hardware first. Thanks to an analysis of a random sample of millions of PC's that have opted in to participate in telemetry we know that over a quarter of a million devices work with Windows 7.
Having millions of things work is one thing, but tens of thousands of products have gone the next step to earn the Compatible with Windows 7 logo. The logo is the sign to the customer that the vendor has tested their product to work well with Windows 7. There are now more products with the Windows 7 Logo than any past Windows logo program. There are nearly 18,000 products that have earned the logo, over 20,000 if you include PCs. That's 5,000 applications and 13,000 devices and components. This means that all these products have passed our rigorous testing so in any category, you can find a product with the logo. It's not the small guys either… 10 of the 15 most popular applications sold or downloaded in the US carry the logo. We're talking all the top names: Intuit, Adobe, Symantec, Canon, Sage, McAfee, Cisco, D-Link, and HP.
With such a broad and vast ecosystem, we also continue to invest in compatibility tools and resources to help customers. We have seen over 15 million downloads of the Windows 7 Upgrade Advisor. That's larger than the population of Sweden and Singapore combined. IT professionals are also taking advantage of the Windows 7 Application Compatibility list with over 83,000 downloads. We've also continued to expand on the Windows 7 Compatibility Center to help people easily check the compatibility of thousands of devices and software programs for 32-bit or 64-bit versions of Windows 7. The site also provides links to drivers and software updates to help get your PC running with Windows 7. The site represents a self-reported sample of applications and devices so it changes every day. With an ecosystem as large as the one around Windows, it is nearly impossible to report on all products, but our goal is to provide the best information on the products people care about most. Since launch, we have seen over 17 million visitors to the Windows 7 Compatibility Center representing 78 million page views.
Huge support, the most products with the Logo and new innovations – all reasons why I am excited about what our partners are doing. I like to call it "Ecosystem Awesomeness".


Neurological Physiotherapy • Manipulative Physiotherapy • Chest physiotherapy.
Experience in multiple fields of physiotherapy, especially in the treatment of neurological diseases of children and adults. Fitness for multidisciplinary teamwork and communication with the patient and his environment. Constantly interested in training and investigation in physiotherapy, especially in chest physiotherapy.
Develop and apply my skills and knowledges in the field of physiotherapy, improving patient care, bringing new ideas to the company and continue to expand my education in my passion: chest physiotherapy.
Physiotherapist in Early Attention. Traetment of pediatric neurological patients.
Treatment of orthopedic diseases and injured in traffic accidents.
Treatment of pathologies of the elderly, highlighting the treatment of dementias and neurological disorders and degenerative orthopedic pathologies.
Creation of a "Respiratory physiotherapy group" and a "Relaxation group" as part of the physiotherapy program.
Participation and development of several sessions of "School for Parents" of this association, with the theme "Stress and parents of children with disabilities and risk of suffering".
Design and development of the program "Physiotherapy in child and youth area" to promote physiotherapy in children older than 6 years.
Specialization in manual therapy techniques to treat spine and investigation to develope doctoral studies.
Influencia de manipulación con thrust en la columna cérvico´dorsal sobre la rsistencia al flujo aéreo nasal en pacientes con rinitis"
Creativity, resource optimization and coordination. Building design and implementation of several new programs of physiotherapy to improve quality of care.
Communication, social skills and teamwork. Participation in multi-disciplinary teams where coordination is required among various professionals. Help and advice from the patient's family (especially in children and the elderly).
I like to do creative and cultural activities.
In my spare time I enjoy dancing, reading and especially crafts.


Ubisoft have revealed details on the upcoming collection, which brings together the adventures of Ezio Auditore into one convenient bundle.
The Ezio Collection includes Assassin's Creed II, Brotherhood and Revelations, with improved visuals for today's generation of consoles and all additional single player content from the three titles.
The short films Lineage and Embers will be included in the bundle, which further detail the life of one of the franchise's most iconic protagonists.
Assassin's Creed: The Ezio Collection releases 18 November on Xbox One and PlayStation 4.
Are you interested in reliving Ezio's adventures on the current generation of consoles? Let us know in the forums or comment below.


[old fashioned] was inspired by a trip to colombia that i took in 2006 with a friend, a great artist and seeker.
at one point we were out walking by laguna de tota near a town called iza way high up on a cold mountain. on the way back from the mountain i saw some coal miners and said hello. we hunched over walking into the mine for about five or ten minutes, the flame headlamp slowly dimming with less oxygen. after reaching a cavern, i helped fill a wheelbarrow with coal. i asked if i could push the wheelbarrow out and started up the mine shaft nearly dumping the coal many times. by the time we were out, i was sweating, black all over, and gasping for breath.
one of the miners told me there was about 200 kilograms of coal in one wheelbarrow and that the mine owner received about $100 per wheel barrow in the end. i tried to politely ask the miner how much he was paid, but i don't remember exactly what he told me (i think $100/month). but i remember calculating in my mind that the owner took about 900 times what he paid the miner.
there are a lot of terrible crazy things in the world. it might be nice to go back to something simpler.


text:
marykarmelina 5,469
The Joseon Romantic-Comedy Tale of Nok-Du
Hangul: 조선로코 녹두전
Genre: Historical, romance
Network: KBS
Broadcast date: September 30th - November 25th, 2019
Airtime: Mon & Tue @ 22:00 KST
Director: Kim Dong Hwi
Writer: Im Ye Jin
Licensed: https://www.viki.com/tv/36680c-the-tale-of-nokdu
A young noble heir named Jeon Nok Du (Jang Dong Yoon) has just discovered that his parents have arranged for him to marry a woman against his will.
Jeon Nok Du has no intention of marrying at his parents' behest and runs away from home. He finds a village to take refuge in, but there is a twist – the village is populated entirely by widows!
Jeon Nok Du is forced to go undercover, disguising himself as a woman in order to evade detection. In the village,
he encounters a woman named Dong Dong Ju (Kim So Hyun), who discovers his true identity.
However, Dong Dong Ju is also hiding a secret – she has also run away from home. Dong Dong Ju is fleeing from an ill-fated gisaeng (courtesan) apprenticeship.
Although she is very adept at practical tasks, she is hopeless at singing, dancing, and the other artistic skills required of the gisaeng.
Will the unlikely duo succeed in keeping each others' identities a secret?
And what will happen when they begin developing romantic feelings for one another?
Kim So Hyun as Dong Dong Joo
A girl that hates the idea of becoming a gisaeng.
An 16 years old girl. She is from the Gisaeng House. She is the only one of her classmates that has yet to have her flower bloomed (to lose her virginity).
She is clumsy and hot-tempered and has no sense of rhythm or music,
but she has the ability to make anything when given a tool and is known as the "Jang Young Sil" of her village.
She isn't afraid to say what's on her mind, but harbors a secret that she can't tell anyone,
and her life is thrown into chaos when the suspicious Nok Doo comes into the picture.
Jang Dong Yoon as Jun Nok Doo
He disguises himself as a woman and infiltrates a community for widows.
An 18 year old man whose real name is Lee Duk. He was preparing to get married but ran out of his house because the bride was only five years old. To escape from his family, he changed his name and dresses like a girl. He doesn't dislike the fact to dress like a girl. He then can have a look at women taking a bath in the valleys. He is very active but he tries to control himself. He looks very pretty as a woman.
Kang Tae Oh as Cha Yool Mu
TEASER 1 | TEASER 2 | TEASER 3 | TEASER 4 | TEASER 5
01.Soompi code of conduct | SOOMPI RULES FOR KDRAMA | MOVIES | ACTORS' & ACTRESS' SECTION
Don't post any requests for subs!
Anything unrelated to the drama plot is considered spamming.
Don't quote images.
01.Due to the copyright/legal problems, no illegal streaming links will/should be posted on this thread as there had been major crackdowns going on lately.02.Any complaints about any streaming links will be counted as spam and will be reported to the mods.03.Any complaints of the respective companies such as Viki, Youtube, etc.. should be reported to their respective companies instead of posting your complaints here.04.Those who are caught breaking the Soompi posting rules more than 5 times will have their Id/IDs reported the mods. 05.Those who are caught promoting/posting illegal streaming links with subs ( those without permission from the original subbers and doesn't have copyrights like Viki, Viu,Dramafever, ) will have their ID's reported to the mods for endangering Soompi to legal issues for illegal streaming sites promotions.
PLEASE GIVE CREDIT TO WHERE CREDIT IS DUE
Friendly kitty 838
LocationUkraine
WOW! I look forward to who will play the guy. Must be such a cute-cute flower boy, to be as close as possible to a girl ....
The guy with the photo above is suitable for this role! And with Kim So Hyun, he can make a great pair ...
Actress Kim So Hyun has chosen her next small-screen project - a new KBS historical romance, based off of a popular webtoon!
The upcoming new series, titled 'Nok Du Jeon', tells the story of a man (Jeon Nok Du) who infiltrates a mysterious village of widows undercover as a woman. Kim So Hyun has been cast in the role of Dong Dong Joo - a courtesan-in-training who can't sing, dance, or keep up with a rhythm to save her life, but who can build anything with a few tools in her hands.
Dong Joo, who also holds a deep, dark secret from her past, runs into trouble when she meets a strange widow named Jeon Nok Du. The series will be produced by Lee Dong Hwi PD of 'Fight My Way', and written by scriptwriter Lim Ye Jin ('Moonlight Drawn by Clouds', 'School 2015', etc) and Baek So Yeon.
Stay tuned for news on the actor to be cast as Jeon Nok Du in 'Nok Du Jeon', airing some time this September!
Ha ha..still hoping they could cast Sungjae because I've been dreading the day they'll co-star in a drama as leads, since this will be written by the same writer of Who are You-School 2015 . Or maybe because Sungjae doesn't look much of a woman in a crossdress? Haven't seen him in one. Perhaps that's why Jang Dong Yoon might fit the role based on his looks.
Kim So-hyun cast as gisaeng-in-training for KBS sageuk rom-com
http://www.dramabeans.com/2019/04/kim-so-hyun-cast-as-gisaeng-in-training-for-kbs-sageuk-rom-com/
On 4/3/2019 at 5:35 PM, lightbringer06 said:
(...) Or maybe because Sungjae doesn't look much of a woman in a crossdress? Haven't seen him in one.
Last time I checked, I was a heterosexual male. But she-Sungjae is so pretty that I started to doubt it .
frequent_fairy 174
Fan Level: Casual
Kim So Hyun Picks Webtoon Based KBS Drama For Her New Project
By abbyinhallyuland | April 4, 2019
A GISAENG-IN-TRAINING WITH A TEMPERAMENT TO BOOT IS UP FOR KIM SO HYUN WHO WILL MARK HER 2019 K-DRAMA PROJECT.
Over a year since Radio Romance, Kim So Hyun returns for a new KBS drama which is slated for release in September.
(SOUP Fall 2018 Ad Campaign)
It is based on a popular webtoon, 녹두전 – Nok Du Jeon, by Yang Hye Jin, that has been serialized since December 2014. Depicting the story of a man who goes incognito as a woman. He infiltrates into a mysterious village of widows to escape getting married.
Kim So Hyun takes the role of a courtesan-in-training who lacks the abilities required for a female entertainer. She also hates becoming a gisaeng.
The Joseon set romantic-comedy boasts impressive showrunners. Helming the project is Director Kim Dong Hwi of Fight For My Way and The Merchant: Gaekju 2015 fame. Penning the series is writer Im Ye Jin who worked on Love in the Moonlight and Who Are You: School 2015. Both have worked with Kim So Hyun in the past, guaranteeing synergy with the actress.
Confident on Kim's talent, the production team remarked how the actress will bring life to the character. They also encouraged fans to look forward to the actor who will play the role of Nok Du.
https://www.hellokpop.com/kdrama/kim-so-hyun-webtoon-based-kbs-drama-new-project/
Edited April 10, 2019 by frequent_fairy
Kim So Hyun to Star in "Mung Bean Chronicles"; Jang Dong Yoon Also Offered Lead Role
Posted on April 5, 2019by Kay
Kim So Hyun (Radio Romance) has accepted an offer to star in the upcoming Korean historical drama Mung Bean Chronicles (or Mung Bean Pancake). Mung Bean Chroniclesis about a man who disguises himself as a woman to live among a community of women so that he won't have to get married and a hot-tempered woman who doesn't want to be gisaeng.
Kim So Hyun will play our reluctant potential gisaeng whose life is turned upside down by this mysterious man. I'm always up for a Kim So Hyun drama! And just keep bringing on those historicals! This year sure is doing its best to make up for last year's historical drought.
This drama sounds like a lot of fun especially with the reverse of the typical cross-dressing role with a man pretending to be a woman this time around. An offer is out to Jang Dong Yoon (Just Dance) to star as our cross-dressing man, which would be quite a fun role for him. The drama comes from the writer of Moonlight Drawn By Clouds and the PD of Fight for My Way.
Mung Bean Chronicles is planning to air later in 2019 on KBS.
https://kdramakisses.com/2019/04/05/kim-so-hyun-to-star-in-mung-bean-chronicles-jang-dong-yoon-also-offered-lead-role/
Post from So Hyun about her upcoming project
Song Geon Hee Confirmed To Join Kim So Hyun In Upcoming Drama
by sala12
Song Geon Hee will be joining KBS 2TV's upcoming drama "Mung Bean Chronicle" (working title)!
On April 16, a source from KBS shared, "Song Geon Hee is confirmed to star in 'Mung Bean Chronicle.'"
"Mung Bean Chronicle" is a romantic comedy based on the popular webtoon of the same name and tells the story of Jeon Nok Doo, a young man who doesn't want to get married and disguises himself as a woman to infiltrate a mysterious women-only community, and a young woman named Dong Dong Joo, who does not want to become a gisaeng. Kim So Hyun has already been confirmed to take on the role of gisaeng trainee Dong Dong Joo, and Jang Dong Yoon has been in talks to take on the role of Jeon Nok Doo, a man who dreams of becoming the Joseon dynasty's greatest general.
Song Geon Hee became know to the public through his role as Park Young Jae on the popular JTBC drama "SKY Castle." If he accepts this offer, he will be playing Jeon Nok Doo's older brother Jeon Hwang Tae.
"Mung Bean Chronicle" is expected to premiere in September.
https://www.soompi.com/article/1317829wpp/song-geon-hee-confirmed-to-join-kim-so-hyun-in-upcoming-drama
Song GeonHee Confirmed As Second Lead Along Kim SoHyun In "Mung Bean Chronicles"
The popular webtoon "Mung Bean Chronicles" also called "Mung Bean Pancake" (in Korean "녹두전") is being remade in a drama and the main actors are almost all confirmed.
It is a romantic comedy drama set in Joseon. It tells the romance between a man who is disguising as a woman to infiltrate a community for widows (Jang DongYoon (TBA) as Jun NokDoo) and a girl that hates the idea of becoming a gisaeng (Kim SoHyun as Dong DongJoo). For more information about the drama and webtoon, you can check our cast and summary here.
Kim SoHyun has been confirmed for the lead character as Dong DongJoo. Jang DongYoon is still in talks for the role of Jun NokDoo.
"Mung Bean Chronicles" Webtoon
According to Ilgan Sports, Song GeonHee is confirmed for one of the main male characters.
He is cast as Jun HwangTae, the elder brother of Jun NokDoo. His character is a person with a clear mind and a warm heart. He is 180 degrees different when he smiles or not.
Song GeonHee previously acted in the popular drama "SKY Castle" (2018). The interesting fact is that he already acted with Kim SoHyun for the upcoming drama "Love Alarm" (Netflix) as a supporting role and the drama is also a webtoon remake.
Many are curious to see more of the actor's charms with this new drama.
The drama will premiere in September on KBS.
https://www.kpopmap.com/song-geonhee-confirmed-as-second-lead-along-kim-sohyun-in-mung-bean-chronicles/
Koala's Playground's article about Mung Bean Chronicles
http://koalasplayground.com/2019/04/08/kim-so-hyun-and-jang-dong-yoon-cast-for-kbs-cross-dressing-youth-sageuk-romance-mung-bean-chronicles/
If you want to read or look at the pictures (just like me ) of Mung Bean Cronicles (webtoon) here is the link :
https://archive.fo/4npAd
You can read or look full webtoon from this link.
Writers of webtoon ,Hye Jin Yang share casting news on her ig .
Before the male lead ,second male lead confirmed
Also Jaffrey Kim, drama producer of Mung Bean of Cronicles started to follow Sohyun on ig when she became the female lead of the drama. And a few days ago he followed Jang Dong Yoon. But there is no news about the male lead yet.
According to this news Jang Dong Yoon confirmed the role ....
@fD4j86IOEpEcYYF twitter
Jang Dong Yoon confirmed.
Writer of the webtoon ,also shared the news.
Sohyun's agency twitter uptade.
cr: bndxw-twitter
Jang Dong Yoon Confirmed For Upcoming Historical Rom-Com With Kim So Hyun
Jang Dong Yoon has been confirmed to star alongside Kim So Hyun in upcoming drama "Mung Bean Chronicle" (literal title).
Based on a popular webtoon of the same name, "Mung Bean Chronicle" is a historical rom-com about Jeon Nok Du, a man who disguises himself as a woman to join a mysterious all-woman community, and Dong Dong Joo, a woman who does not want to become a gisaeng.
Jang Dong Yoon will be playing Jeon Nok Du, a man with extraordinary ambition to experience the big, wide world. With looks, brains, and athletic abilities, he is the epitome of perfection. After being swept up in an incident, he joins the all-female community where men are forbidden and meets Dong Dong Joo.
Kim So Hyun will be taking on the role of Dong Dong Joo, a prickly gisaeng trainee. Along with her fiery personality, she is clumsy, has absolutely no sense of rhythm, and is tone-deaf, which makes all of her peers look after her. However, she is skilled with her hands as she can make anything if given the right tools. Unable to stand injustice, she speaks her mind.
Song Geon Hee has also been confirmed to join the drama as Jeon Nok Du's older brother Jeon Hwang Tae.
The production staff stated, "It is a drama where Jeon Nok Du and Dong Dong Joo's charms as original characters are very important. We worked hard in casting to make this come to life. Jang Dong Yoon and Kim So Hyun will create a kind of fresh and fun synergy that does not have to be explained. Please look forward to the two as they bring alive the original work and add their own color."
The drama will be directed by producing director Kim Dong Hwi, who previously directed dramas such as "Fight My Way" and "The Merchant: Gaekju 2015." It will be written by Im Ye Jin, who previously wrote popular dramas such as "If We Were A Season," "Moonlight Drawn By Clouds," and "Who Are You," as well as Baek So Yeon, who previously wrote "Kang Deok Soon's Love History."
"Mung Bean Chronicle" is slated to air its first episode in September.
Park Seo Joon 박서준 ~❤❤ [Upcoming Drama "Itaewon Class" 31.01.2020 on JTBC] | [Upcoming Movie "Dream" 2020]
By serenilmauve
Watch: iKON's Bobby Features In "Rise" Remix For League Of Legends Worlds 2018 MV
By Newsie
Younha's "Winter Flower" Featuring BTS's RM Debuts At No. 1 On Billboard's World Digital Song Sales Chart

redpajama_set_name: RedPajamaCommonCrawl


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Section 1. In case of the death of a retired Chairman or Commissioner of the Commission on Audit, the Commission on Elections, the Civil Service Commission and the Ombudsman, the surviving legitimate spouse of said deceased retiree shall be entitled to receive on a monthly basis all the retirement benefits that the said deceased retiree was receiving at the time of his/her demise under the provisions of applicable retirement laws then in force. The said surviving legitimate spouse shall continue to receive such retirement benefits during his/her lifetime or until he/she remarries: Provided, That if the surviving legitimate spouse is receiving benefits under existing retirement laws, he/she shall only be entitled to the difference between the amount provided for in this Act and the benefits he/she is receiving.
Sec. 2. Funds for the initial implementation of this Act shall be taken out of the current appropriations for the retirement of the chairman and commissioners of the constitutional commissions as well as the Ombudsman and/or savings of said constitutional commissions and the Ombudsman. Thereafter, such sums as may be necessary for the continued implementation hereof shall be included in the annual General Appropriations Act.
Sec. 3. This Act shall taken effect fifteen (15) days after its publication in the Official Gazette or in at least two (2) newspapers of general circulation.
This Act which is a consolidation of House Bill No. 5444 and Senate Bill No. 3567 was finally passed by the House of Representatives and the Senate on December 10, 2008 and February 1, 2010, respectively.


Our customers' trust has always been our greatest motivation for better achievement. Receiving recognition for our excellent standards, we will never cease to upgrade and keep ourselves ahead of other industry players.
To provide products that meet customer requirements, needs and expectations.
To use up-to-date techniques and explore new technology.
To employ and train a team of experienced & knowledgeable staff.
To implement a certified environmental management system that fulfils the requirements of ISO 14001:2004.
To comply with applicable environmental legal requirements and other requirements of local authorities.
To review our environmental objectives and targets continually.
To use up-to-date and environmental-friendly techniques and equipments.
To utilise environmental-friendly operation processes.
We constantly adhere to our stringent Quality & Environment Policy, providing only the best we have for our respected customers.
©Copyright 2017 - Trop Aquarium. All Rights Reserved.


text:
Lesson 6: Personalize Emails and Manage Your Inbox
1. Open and Reply to Emails
In the previous activity, you learned how to access and use Gmail to write a message to a friend about choosing an activity to do together.
Then, you sent an email about the activity.
In this video, you will practice replying to an email.
If you didn't complete the previous activity, send yourself an email now.
Then, address the email to yourself or your partner and send the message.
When you receive an email, from yourself or someone else, the email will appear in your inbox almost instantly.
If you don't see an email yet, refresh the page by clicking the inbox folder.
The number of new, unread emails is displayed next to the word "inbox."
While emails you have already opened appear in gray, a new email will appear as a white bar, with bold text.
Click on the unread message.
You've now opened your email!
From here, reply to the message.
When you receive a reply, the subject line automatically updates to show that the message was made in response to an earlier email.
Replying in this way creates an email conversation.
All of your messages back and forth will be included in the conversation.
Now, it's your turn: Find the new email in your inbox and open it.
Reply to the email with a new message Keep responding in this way to practice making an email exchange.
Find a new email in your inbox and open it.
Reply to the email with a new message.
Keep responding in this way to practice exchanging emails.


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Certmedica builds on strong international partnerships.
We are an international company with sales operations and strategic partnerships in the major European markets. Being international stands for being in the market place and in the proximity of our customers. We respect and learn from local business practices and cultures and guarantee the best quality of our products and services in all markets. Long-term partnerships and a consistent quality strategy for growing and profitable market segments guarantee our mutual economic success in the future.
Precision, flexibility, timely delivery and cost effectiveness all ensure that we meet our clients' expectations. As our close partner, you can rely on our strong service orientation and attention for individual business solutions.
We are continually trying to expand the network of our subsidiaries and business activities in order to assure the distribution of our products on a European scale.


text:
Carriera
Con il  ha disputato i Campionati mondiali del 1990.

Collegamenti esterni

redpajama_set_name: RedPajamaWikipedia


The Amazon Rainforest is immense (it's larger than Europe). The 6280 kilometer (3900 mile) long Amazon River is fed by a thousand rivers - some over 1600 kilometers (1000 miles) long.
Broadly defined, the Amazon Rainforest extends into nine South American countries. Nearly two-thirds are in Brazil. Peru is the runner-up. Click Brazil and Peru for my wonder guides on those two countries.
The Amazon's two major gateway airports are in Manaus (Brazil) and Iquitos (Peru).
On my first trip to the Amazon, I quickly discovered that road trips are severely limited because the jungle is thick and dissected by numerous snaking rivers. Watercraft and occasionally small airplanes are the most effective means of transportation.
The view from the deck of a passenger ship becomes monotonous. You get a bored dèjá vu feeling as the river and its banks remain virtually unchanged for days on end. And, the dense riverside greenery hides nearly all the wildlife you came to see.
The better Amazon cruises explore the Amazon tributaries and offer interesting land excursions.
Which is better, Manaus or Iquitos?


killingtonblog.com, Killington Vermont: In case you had any question Winter has finally arrived in Killington!
Winter has finally arrived in Killington!
4 inches of snow fell at the snow stake at the Birch Ridge Inn today.
There is no doubt about it.... Winter has finally arrived in Killington.
At this inn over the last 18 hours, 4 inches of snow has fallen at the snow stake. While if you look at the snow stake gallery you will see that we have had the ground covered with snow earlier this season, todays storm is the first one with any significance. While it was not enough for me to take out my snowblower for it's inaurgural run this winter, it was enough for our plow service to come and plow the parking lot. Progress towards winter at last.
The weather forecast for the Killington region calls for snow to fall most days this week. Some days it might be flurries. Other days it might be more significant (I don't want to jinx it.) Combined with the all out assault the resort has been pursuing with snow making, I would expect that the open trail count will escalate sharply as we head into the Christmas vacation period.


text:
Sincerely Alana
alanastoner.com
Life, Love, Relationships
Discretion Is Always Advised
I understand being so in love that you feel like everyone should know just how happy you are, but I really wish people understood that: sharing your relationship in the social networking world is a BIG no no.
Lets us look at Christina & Laith a great example of sharing too much. This couple recently broke up and sent all of Twitter in a state of depressions (well the dramatic people anyway). People started saying they didn't believe in love anymore since these two didn't make it. They met on Tumblr, and connected, it was chronicled on Tumblr, and Twitter. They stayed together for about six months and recently broke up. The video that I posted (click their names) ended up on Word Star Hip-Hop the moment the news of their separation broke. I thought it was a beautiful story and hadn't heard of these two until after the relationship was over. But apparently others had. You would have thought they were Will and Jada the way people were falling out. Men and women both went to her Facebook page and posted things like, why? Please say this isn't true! You guys didn't really break up did you? I don't even believe in love anymore. And I sat at my computer reading the comments on Facebook and the tweets like this O_O
They eventually got a little frustrated with all of the questions, and had to let everyone know that they were ok with the break up, and it just didn't work out, but they were still friends. He even went on to say that he felt blessed to have had the chance to experience that kind of love. But then I came back to reality and I had to ask myself, why do people do shit like this? Why do they place people in their business in this way? It is one thing to share these things with friends and family, but it is something totally different to share it with people you talk to everyday but know nothing about. I think that Twitter gives some people a false sense of security. They feel like the people that they talk to get them, but they don't really know them, so what's the harm in sharing personal info. I get that, I share things on my blog, but nothing that could come back and be thrown in my face, or have me questioned by people I hardly even know. When I get personal, I never mention names, or link that person, and this is precisely why I don't do it.
This was a conversation that came up on Twitter. And while we all agreed that sharing personal info about your relationship is your business, we also agreed that, it is extremely uncomfortable for those involved. When you share things like what's going on in your relationship, people begin to feel like they know you, therefore they become just as invested in your relationship as you are. And when it ends, it ends for everyone. Not to mention, if you are tweeting your better half, about how much you love them, and then within the span of a day or two you're talking about being single, and tweeting, fuck him/her. The people you've pulled into this are now uncomfortable. I wish I could tell you how many times I've seen someone update their Facebook status to Married, or Dating *insert name here* only to have that person never change their status or even claim them for that matter. Instead they are talking about bitches and hoes, and hitting he street to do hoodrat things. Do you know how uncomfortable that is for all involved?
I'll just say this: discretion is ALWAYS advised. People can only be in your business if you put them there.
alanastoner
Alana is a thirty year old writer/editor who currently lives in Los Angeles. You can follow her on twitter @sincerelyalana
Alana Stoner is a writer, forgetful blogger, and editor, who likes to share her experience as a writer and regular girl who also works a nine to five.
30WriteNow
Momentary Rant
Rambles and Thoughts
Random Random Read All About It
Emotional Person...
That is what I am.It's not something I'm proud of but it's not something I try to fix either.I cry when I hear a slow song,I cry...
My Genealogy Journey
I've always said that there is absolutely no way you can truly know who you are unless you know where you came from. There is no way y...
I take wedding vows very serious,which is why I WILL NOT take them.I Alana Jennifer refuse to make promises in front of hundreds or thousan...
Dating In LA...No Bueno
Dating in Los Angeles is not as fun or easy as some may think.The superficial people,the wanna be rappers and singers who want me to listen ...
Tweets by @sincerelyalana


Modern in style, with 8 imaculate buttons - the Zinnia headboard will instantly brighten up any bedroom interior. Available in a selection of 19 fabrics, this headboard can be upholstered to match your tastes perfectly. This headboard also features 2 different height choices - the standard 60cm and the premium 66cm.
This headboard is available in 6 sizes; small single (2ft 6), single (3ft), small double (4ft), double (4ft 6), king (5ft) and super king (6ft). The Zinnia headboard is also available in a variety of faux finishes; please see more from the range for this item.


 Habibullah & Co. Chartered Accountants India,Internal Audit Firm In India, Company Internal Audit Firm India,United Kingdom,U.K.
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. Auditors have to think like Entrepreneurs to ensure thatneeds and risks of the business are accurately identified. Developing control systems in a collaborative manner to meet these needs and reduce risks is the firms approach to Internal Audit.
For management, an audit is a great time for reflection.
-» Are we making progress towards our compliance goals?
-» Is risk being managed effectively? Are policies and procedures being applied correctly?
-» Could they be improved?
These are just some of the questions that an internal audit can successfully answer.
Routine internal audits ensure the company has the ability to survive in a competitive business environment, and continue to prosper.


The parish of (San José de) Ancón is part of Santa Elena canton (Santa Elena province).
Ancón is the cradle of oil extraction in Ecuador and South America. The oil shaft "Ancón 1" was established in 1911 by the Anglo Ecuadorian Oilfields Ltd. company. In 1923, the original mining camp had turned into an organized town; the Polish community placed the town under the protection of St. Joseph. The Ancón oilfields, nationalized on 16 June 1976, were taken over by Corporación Estatal Petrolera Ecuatoriana (CEPE), today, Petroecuador. The civic organization pushing the establishment of the parish of Ancón was formed the next day. The parish of Ancón was established by Ministerial Agreement No. 350 of 15 November 2002, published on 4 February 2003 in the Supplement to the Official Register, No. 14.
The flag of Ancón is white with a dark green stripe placed along the descending diagonal and charged with three yellow, six-pointed stars, the central (seemingly) bigger.
White is a symbol of unity and integration - of Ecuadorian citizens form different parts of the country and of citizens from other countries of the world. White is also a symbol of peace.
The dark green stripe is a symbol of oil, the natural resource at the origin of the parish. The three stars represent the capital of the parish and the two communes of El Tambo and Prosperidad.


text:
The Finnish Education Evaluation Centre (FINEEC) is an independent government agency that evaluates education in Finland and the work of Finnish education providers from early childhood education to higher education. It also produces information for education policy decision-making and the development of education. FINEEC carries out audits of quality systems, evaluations of learning outcomes (in basic education and upper secondary education), and thematic and system evaluations. FINEEC also supports education providers and higher education institutions in matters pertaining to evaluation and quality management and also works to develop the evaluation of education. The tasks and organisation of FINEEC are specified in legislation.

History
FINEEC began operating in May 2014 when the evaluation activities of the Finnish Higher Education Evaluation Council, the Finnish Education Evaluation Council and the Finnish National Board of Education were combined.

It has been proposed that the Matriculation Examination Board and FINEEC should be incorporated into the new Finnish National Agency for Education in 2018. The two would nevertheless continue to operate as independent bodies.

Organisation
FINEEC comprises the Evaluation Council, the Higher Education Evaluation Committee and three competence units: the General Education and Early Childhood Education Unit, the Vocational Education Unit, and the Higher Education and Liberal Adult Education Unit. FINEEC has a staff of about 50, with offices in Helsinki and Jyväskylä.
 The Evaluation Council monitors and develops FINEEC's work and prepares the strategic guidelines for the agency. The Finnish government appoints the members of the Evaluation Council for four years at a time. The Evaluation Council submits a proposal for an evaluation plan to the Ministry of Education and Culture.
 The Higher Education Evaluation Committee decides on the project plans for evaluations of higher education institutions, planning and evaluation teams, as well as on the outcomes of the quality system audits. FINEEC may also appoint committees and other divisions.

Evaluations
FINEEC implements system and thematic evaluations, learning outcome evaluations and field-specific evaluations.

Examples of evaluations carried out by FINEEC at different educational levels:
 Basic education
 The evaluation of learning outcomes in mother tongue and literature showed that in the ninth grade, girls produce better summer job applications than boys.
 Of the pupils in the ninth grade studying Finnish as second language, a total of 87 per cent achieved a good competence level, whereas 13 per cent of the pupils only mastered the basics of Finnish.
 There are differences in the evaluations of mathematics competence of ninth-grade pupils: In some schools, pupils faring equally well in the evaluations received different grades, and the gaps could be as much as two whole grades.
 Girls fare significantly better than boys in home economics, in both knowledge and skills.
 General upper secondary education
 There are major differences between general upper secondary schools in the way in which mathematics skills are graded: In a school with high requirement levels, a student receiving a grade of 5 may possess the same skills as a student receiving a grade of 9 in another school.
 Vocational education
 Individuals possessing the Vocational Qualification in Business Information Technology are doing extremely well in information and communication technology competence tests. However, their job prospects are not as good as before because more specialised skills are now required.
 Finland produces highly competent textile industry professionals, but the employment situation in the sector is weak.
 Most of the providers of vocational education have a properly functioning quality management system.
FINEEC is responsible for the evaluation of education provided by universities and universities of applied sciences in Finland. The three key evaluation types are the audits of higher education institutions' quality systems, thematic evaluations of the education system and accreditations of engineering degree programmes. Higher education institutions passing the audits carried out by FINEEC receive a quality label, which shows that the quality system used in the organisation in question is in accordance with European principles and recommendations, and that it also meets the national criteria for quality management in higher education institutions. The quality label is valid for six years.

References

External links
 FINEEC's homepage

Education in Finland


text:
package com.google.devtools.intellij.protoeditor.lang.psi;

import com.google.common.primitives.UnsignedLong;
import com.intellij.psi.PsiElement;
import org.jetbrains.annotations.Nullable;

/** A number value: either an integer or floating point number, "inf" or "nan". Can be negative. */
public interface ProtoNumberValue extends ProtoLiteral {

  /** Represents the number's format in proto source. */
  enum SourceType {
    INTEGER,
    FLOAT,
    INF,
    NAN
  }

  /** Represents the radix used to specify an integer. */
  enum IntegerFormat {
    OCT,
    DEC,
    HEX
  }

  /** Returns the child containing the number, without the optional negation. */
  PsiElement getNumberElement();

  /** Returns the {@link SourceType format} that this number was defined as in proto source. */
  @Nullable
  SourceType getSourceType();

  /** Returns the {@link IntegerFormat radix} that this integer was defined as in proto source. */
  @Nullable
  default IntegerFormat getIntegerFormat() {
    if (getSourceType() == SourceType.INTEGER) {
      PsiElement numberElement = getNumberElement();
      if (numberElement == null) {
        return null;
      }
      String numberText = numberElement.getText();
      int radix = ProtoNumberValueUtil.getRadix(numberText);
      switch (radix) {
        case 8:
          return IntegerFormat.OCT;
        case 10:
          return IntegerFormat.DEC;
        case 16:
          return IntegerFormat.HEX;
        default:
          return null;
      }
    }
    return null;
  }

  /**
   * Returns true if the number was defined as a negative value. For large unsigned
   * 64-bit values, the actual value of the returned UnsignedLong will be negative since Java does
   * not support unsigned values natively.
   *
   * @return whether the value was defined as a negative number.
   */
  boolean isNegative();

  @Override
  @Nullable
  default Object getValue() {
    return getNumber();
  }

  /**
   * Returns the value as a Long, or null if either SourceType is not INTEGER or the
   * value is larger than the bounds of a signed 64-bit integer.
   */
  @Nullable
  default Long getLongValue() {
    PsiElement numberElement = getNumberElement();
    if (numberElement == null) {
      return null;
    }
    if (getSourceType() == SourceType.INTEGER) {
      String numberText = numberElement.getText();
      String negativePrefix = isNegative() ? "-" : "";
      int radix = ProtoNumberValueUtil.getRadix(numberText);
      numberText = ProtoNumberValueUtil.trimRadixPrefix(numberText, radix);
      try {
        return Long.parseLong(negativePrefix + numberText, radix);
      } catch (NumberFormatException e) {
        return null;
      }
    }
    return null;
  }

  /**
   * Returns the value as an UnsignedLong, or null if SourceType is not INTEGER, the
   * value was defined as a negative, or the value is larger than the bounds of an unsigned 64-bit
   * integer.
   */
  @Nullable
  default UnsignedLong getUnsignedLongValue() {
    if (isNegative()) {
      return null;
    }
    return getUnsignedLongComponent();
  }

  /**
   * Returns the integer component as an UnsignedLong, ignoring an optional negation sign. Returns
   * null if SourceType is not INTEGER or the value is larger than the bounds of an
   * unsigned 64-bit integer.
   */
  @Nullable
  default UnsignedLong getUnsignedLongComponent() {
    PsiElement numberElement = getNumberElement();
    if (numberElement == null) {
      return null;
    }
    if (getSourceType() == SourceType.INTEGER) {
      String numberText = numberElement.getText();
      int radix = ProtoNumberValueUtil.getRadix(numberText);
      numberText = ProtoNumberValueUtil.trimRadixPrefix(numberText, radix);
      try {
        return UnsignedLong.valueOf(numberText, radix);
      } catch (NumberFormatException e) {
        return null;
      }
    }
    return null;
  }

  /**
   * Returns the value as a Double, or null if the SourceType is not FLOAT, INF, or
   * NAN, or the value is larger than the bounds of a Double.
   */
  @Nullable
  default Double getDoubleValue() {
    SourceType sourceType = getSourceType();
    if (sourceType == null) {
      return null;
    }
    switch (sourceType) {
      case FLOAT:
        PsiElement numberElement = getNumberElement();
        if (numberElement == null) {
          return null;
        }
        String numberText = numberElement.getText();
        String negativePrefix = isNegative() ? "-" : "";
        try {
          return Double.parseDouble(negativePrefix + numberText);
        } catch (NumberFormatException e) {
          return null;
        }
      case INF:
        return isNegative() ? Double.NEGATIVE_INFINITY : Double.POSITIVE_INFINITY;
      case NAN:
        return Double.NaN;
      default:
        break;
    }
    return null;
  }

  /**
   * Returns a {@link Number} representation of the value. This will be a {@link Double} if the
   * value is a floating point number, a {@link Long} if the value is an integer within the range of
   * a 64-bit signed integer, or a {@link UnsignedLong} if the value is a non-negative integer
   * greater than the maximum value of a signed 64-bit integer. If the number cannot be represented
   * by any of Double, Long or UnsignedLong, null is returned.
   */
  @Nullable
  default Number getNumber() {
    SourceType sourceType = getSourceType();
    if (sourceType != null) {
      switch (getSourceType()) {
        case FLOAT:
        case INF:
        case NAN:
          return getDoubleValue();
        case INTEGER:
          Long longValue = getLongValue();
          return longValue != null ? longValue : getUnsignedLongValue();
      }
    }
    return null;
  }

  /** Returns true if this value represents a valid double. */
  default boolean isValidDouble() {
    return getDoubleValue() != null;
  }

  /** Returns true if this value represents a valid int32. */
  default boolean isValidInt32() {
    Long value = getLongValue();
    return value != null && value >= Integer.MIN_VALUE && value <= Integer.MAX_VALUE;
  }

  /** Returns true if this value represents a valid uint32. */
  default boolean isValidUint32() {
    if (isNegative()) {
      return false;
    }
    Long value = getLongValue();
    return value != null && value >= 0 && value <= 0xFFFFFFFFL;
  }

  /** Returns true if this value represents a valid 64-bit signed integer. */
  default boolean isValidInt64() {
    return getLongValue() != null;
  }

  /** Returns true if this value represents a valid 64-bit unsigned integer. */
  default boolean isValidUint64() {
    return getUnsignedLongValue() != null;
  }

  /**
   * Returns true if this value represents a valid 65-bit signed integer.
   *
   *
Proto allows default values for float and double types to be set to -0xFFFFFFFFFFFFFFFF, a
   * value which is not a valid unsigned 64-bit int. The acceptance of the sign bit effectively
   * makes the value a signed 65-bit integer.
   */
  default boolean isValidInt65() {
    return getUnsignedLongComponent() != null;
  }
}

redpajama_set_name: RedPajamaGithub


It is said that nothing good comes out easy. Indeed, it takes hard work to be a good motivational speaker. Motivational speakers start off as normal people. People who eat, sleep and breathe just like you. What sets apart these speakers? What makes them unique? How did they become who they are?
Motivational speakers are set apart from the rest of the population because they, themselves, are motivated people. These speakers know what is important to them and they tell other people about it. It takes authentic caring for people to talk really good about something. It takes courage for them to speak their heart's desires. It takes a lot of determination for them to be great. Such speakers intensely feel and know that what they talk about helps other people. That is what sets them apart, they have this insatiable need to impart their motivation to others. They have this need to share their knowledge to other people.
They have a great passion for learning. Speakers know that to be able to impart knowledge, they need to be always learning. They know that by learning more and more, they become better. Even though they are already experts at what they talk about, they still have an open mindset to learn. They learn as much as possible to be the best and be at the top of things always. Speakers are always open to learn because they know that the greatest teachers are also the greatest students.
The top motivational speakers are set apart from the rest of the population because they, themselves, can make rocks into diamonds. No, these aren't about miracles. This is about hard work and appreciation. Speakers know how to appreciate the small things. When they see people, they know that those people all have potentials to be great like them which is why they try to motivate them.
When one goes to a river, it is easy to find rocks. However, it is hard to be able to sell these rocks. For these speakers, it is easy. How? They turn rocks into diamonds. They see the best things about it and they tell others about it. It is not an easy job. It takes a lot of hard work to be always seeing the best in people. It takes a motivated person to always look at what a person is best at. It takes a motivated person to motivate people to be the best versions of themselves.
Knowing one's worth makes it easier to advertise one's self. These speakers are people who find their niche in spite of fierce competition. They know what they are good at and they start from there. They tell people about themselves. They present themselves in the way they want to be remembered.
They take advantage of the free and modern stuff like social media to let people know that someone great like them exists. Speakers may receive a lot of snide comments but that doesn't stop them. They keep themselves motivated.They know that their message deserves to be known to as many people as possible.
These speakers are set apart from the rest of the population because they, themselves, know what it takes to be one. Speakers know that people don't just wake up as great speakers. They know that it is a journey. They know what to bring in that journey. One has to bring clarity, purpose and connection on the road to becoming a great motivational speaker. At the start of the journey, one has to bring clarity on their motivations. Along the journey, purpose helps in keeping one at the right track.
Purpose gives speakers the sense that their message deserves to be propagated. Connection is something essential on the journey to becoming a great motivational speaker but a lot of people do not bring it. They look at themselves so much that they forget to connect. They do not know who they are talking to which makes their message unclear to the audience. When a person knows how to connect to different target audiences, they make their messages relevant and specific to them.
Motivational speakers are set apart from the rest of the population because they, themselves, "begin with the end in mind". According to Stephen Covey, a famous American author, one must begin with the end in mind. It is important for a person to see one's self as a great motivational speaker to actually be one. One has to acknowledge all the steps in become a great motivational speaker. When a person has the end in mind, that person has a clearer view of what he needs to do to achieve that end.


text:
Deloitte wins European Tax Firm of the Year
NEW YORK, NY, USA, 1 June 2018 - The Deloitte network has received the European Tax Firm of the Year award at the 2018 ITR European Tax Awards for the second consecutive year. It is also the second year in a row that Deloitte has won more awards than any other participating organization. ITR judges the award submissions based on the scale, complexity, and innovation of impactful client work completed in 2017. Deloitte was also named the European Tax Compliance and Reporting Firm of the Year, highlighting the firm's excellence in varied tax disciplines across the region at a time of increased scrutiny and transparency.
"Deloitte is honored to be recognized by International Tax Review. These awards are a testament to Deloitte's commitment to clients and relentless focus on quality," said Dan Lange, Deloitte Global Leader, Tax and Legal. "Deloitte strives to simplify complex tax issues across different jurisdictions, and I am pleased that Deloitte's investments in digitization, automation and innovative solutions are viewed as market leading."
At the country level, Deloitte in Belgium, Denmark, Greece, Hungary, Malta, South Africa, and Switzerland also received recognition as National Tax Firm of the Year. Additionally, Deloitte in Denmark, Finland, Spain, and Switzerland won the National Transfer Pricing Firm of the Year award. In the midst of uncertainty and unprecedented regulatory change, Deloitte is helping clients gain the insight and perspective they need to lead and respond with confidence.
Steve Dutton
Global Communications
Deloitte Touche Tohmatsu Limited
sdutton@deloitte.com
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ("DTTL"), its global network of member firms and their related entities. DTTL (also referred to as "Deloitte Global") and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.
Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our network of member firms in more than 150 countries and territories serves four out of five Fortune Global 500® companies. Learn how Deloitte's approximately 264,000 people make an impact that matters at www.deloitte.com/about


text:
Q: Google Maps v2 zoom to specific marker I have a search AutoComplete in my map and display the title from my database. Can it be possible to put zoom functionality to that specific marker? I'm using google maps api v2.

A: Look at these code snippets:
https://developers.google.com/maps/documentation/android/
This should be what you're looking for:
GoogleMap map = ((MapFragment) getFragmentManager()
        .findFragmentById(R.id.map)).getMap();

LatLng sydney = new LatLng(-33.867, 151.206);

map.setMyLocationEnabled(true);
map.moveCamera(CameraUpdateFactory.newLatLngZoom(sydney, 13));

redpajama_set_name: RedPajamaStackExchange


text:
package jsdl;

public class LightActorScale extends SDLExecutorCommand
{
	@Override
	public String getFullType()
	{
		return "actor(light)";
	}

	@Override
	public String getName()
	{
		return "scale";
	}

	public void setFactor(SDLVector3 data)
	{
		setInput("factor", data);
	}

}