Hotel Paris Boulogne (formerly Hotel Kyriad Prestige Paris Ouest Boulogne) is situated in Boulogne Billancourt area of Paris. The city center is 9 km away from the property. Longchamp Racecourse and Chateau de Saint-Cloud is just 1 km away from the hotel. Hotel is within 5 km of Roland Garros, Parc des Princes, and Statue of Liberty-Paris. Eiffel Tower and Arc de Triomphe are within 10 km. Hotel Paris Boulogne is also just minutes from Roland Garros tennis stadium and the Parc des Princes soccer stadium, which is also used as a concert venue. Paris Orly Airport is about 45 minutes driving distance from the hotel.
Hotel Paris Boulogne features 75 air-conditioned guestrooms. All these guestrooms are equipped with various modern amenities including mini bar, coffee makers, hairdryer, alarm clock, dial-up internet access, in-room safe, flat-screen cable/satellite television and private bathroom. All rooms boast deep soaking tubs and offer free WiFi. Guestrooms with disabled facilities are also made available to the guests.
Les Quatre Saisons Restaurant of Hotel Paris Boulogne serves a variety of Continental and French delicacies to its guests from Monday to Friday. Guests can also enjoy an array of tasty beverages at the on-site bar of this hotel.
Hotel Paris Boulogne has a fitness room and a lounge bar. Other amenities include a meeting room and a 24-hour front desk. Hotel offers wireless Internet access throughout the entire property and multilingual staff assistance is also made available to the guests all day long. Guests can also enjoy other facilities such as dry cleaning, laundry service, wheelchair accessibility, porter/bellhop, parking facility, elevator/lift, photocopy machines and air-conditioned public areas.
Hotel Paris Boulogne features 5 well-equipped meeting rooms that are perfect for business conferences and banquets. Various audio-visual equipments are also made available to the guests on request.
friendly and helpful personel, big rooms, great breakfast. Close to Roland Garros and metro 10.
My second stay at this hotel and just as enjoyable as the first. For me its location in a very pleasant area is important. A 5-minute walk takes you to the metro at Pont de Saint-Cloud and a good mix of shops, restaurants and cafes. The staff on reception are very friendly and helpful. The bedrooms are very modern and comfortable.
My wife and I spent one night in this hotel whilst briefing visiting our son who has just moved to Paris. It is easy to reach by car because it is so close to both the Peripherique ring road and the Seine. The hotel has secure underground car parking which costs €12 per night. It is a 5-minute walk up to the Pont de Saint-Cloud metro station (Line 10) at the roundabout. There is also a very nice cafe/boulangerie which is open early in the morning. The hotel was very comfortable with modern decor. We found the staff at reception to be very friendly and helpful. The breakfast buffet was of a very good standard. The street outside the hotel is one-way and was very quiet both during the day (it was a Saturday) and at night. Our room had a small balcony and the air-conditioning was very effective as it was very hot while we were there. All in all a very pleasant stay and I would certainly stay there again.


text:
House of Cards: A DC Real Estate Column
Ken Silverstein
January 29 2015, 2:28 p.m.
In October of 2014, former Democratic Senator Majority Leader Tom Daschle and his wife sold their seven-bedroom, seven-bathroom house on Foxhall Road for $3.25 million.
It was not an unusually large haul for a member of Washington's political elite, but it was a big step up from his financial circumstances in 2003. Daschle's financial disclosure form—filed a year before he lost a race to John Thune, marking the first time in more than half a century that a Senate party leader failed to win reelection—showed his net worth to be between $400,000 and $1.2 million. It was a pitiful amount by congressional standards and led CNN to disparage him as a senator of "modest means."
After leaving office, however, Daschle immediately began making millions by advising corporations. During the two years prior to his failed nomination to head Health and Human Services he netted $5.2 million, mostly from healthcare, energy, private equity and telecommunications companies. That included big compensation for speaking appearances (he is, according to his speakers' bureau profile, "a tireless fighter for the common man") and for authoring such works as, Getting It Done: How Obama and Congress Finally Broke the Stalemate to Make Way for Health Care Reform, which was subsequently found to induce narcolepsy in laboratory rats.
There's a common perception that government doesn't work and that "partisan gridlock" has made things worse than ever. But when it comes to fundamental economic questions, there is no partisan divide in Washington and the system is "broken" only if you're part of the growing slice of the population that's poor or middle class, for whom average income has been stagnant for decades.
For those at the top of the economic pyramid, like Tom Daschle, government is ruthlessly efficient at funneling money upward via tax cuts and loopholes, corporate subsidies, deregulation and other business-friendly policies. The richest 400 Americans now own more than the bottom half of the population combined and inequality "is greater now than it has been at any time in the last century, and the gaps in wages, income, and wealth are wider here than they are in any other democratic and developed economy," historian Colin Gordon writes in "A Political History of American Inequality." Meanwhile, a new report by Oxfam predicted that, by next year, the world's richest 1 percent will command more wealth than everyone else.
One of the reasons that government works well for the wealthy is that so many elected officials are wealthy themselves, and directly benefit from the economic measures they pass. The median net worth of the current Congress is slightly north of $1 million, according to the Center for Responsive Politics, and that surely understates their wealth because it's based on financial disclosure forms that don't require the listing of real estate holdings.
Our millionaire politicians depend overwhelmingly on campaign contributions from their class comrades to win and hold office. Only 0.18 percent of Americans donate $200 per year to political candidates and only 0.03 percent give the legal maximum of $2,600. Washington has about 646,000 residents, just .02 percent of the U.S. population. But in 2014 thus far people using DC home or business addresses have collectively contributed $237 million to federal candidates, PACs, political parties and outside spending groups, about 17 percent of all individual donations. More political money flows out of the 20005 zip code—the heart of the capital's lobbyist/PR complex—than from each of 19 states.
(For an unbelievably nonsensical take on why rich people don't have inordinate political influence, read this opinion piece from the Washington Post Outlook section—naturally—by Darrell M. West of Brookings. He writes, for example, "Conservative financiers didn't defeat President Obama in 2012, despite spending hundreds of millions of dollars to do so." Note to West: There are plenty of billionaires who supported Obama.)
A political system that transfers wealth upward didn't happen by chance, but was the willful creation, and decades in the making, of our corporate and political overlords.
The process began in the early-1970s, amid the twin political crises of Vietnam and Watergate and an economy showing signs of stagflation, when business began a campaign to smash the post-war agreement that tolerated unions and offered wages allowing millions of workers to join the middle class and, at the lowest end, escape poverty. Between 1947 and 1979, the share of income going to the top 1 percent fell by about 27 percent. Then the effects of the corporate campaign began to kick in. Between 1980 and 2012, the share going to the top 1 percent rose by 120 percent.
The corporate campaign created a political consensus that churns out business-friendly policies no matter which party is in power. It also changed the nature of government employment. Fifty years ago, people came to Washington drawn by a sense of public service, however they defined it, and they often stayed in the public sector over much of their careers. Now working in government is a brief way station on the road to better things. Many of those who come to DC with little wealth leave in a position to become rich, and those who come rich are able to become richer.
After he went to prison for bribing public officials, lobbyist Jack Abramoff claimed in his memoir, Capitol Punishment, that he controlled around 100 members of Congress. In addition to offering them and their staff free meals at his high-end restaurant, Signatures, Abramoff handed out luxury box tickets to sporting events and junkets to the world's most exclusive golf destinations. But his most effective tactic was simply to float the suggestion to congressional staffers that he'd hire them when they left the Hill. Abramoff would then effectively "own" the staffer, who would perhaps even unconsciously start making decisions that benefited his future employer. "His paycheck may have been signed by the Congress, but he was already working for me, influencing his office for my clients' best interests," Abramoff wrote. "It was a perfect–and perfectly corrupt–arrangement."
In this environment it's misleading to use the term "revolving door," because that falsely suggests that there are sharp lines separating corporate America, government and the influence peddling complex.
Linda Daschle stands with her husband, Tom Daschle.
For the political class, cashing in doesn't require brains, hard work, dedication or talent, but merely a willingness to sell to the highest bidder the Rolodex you compiled while in government. That brings me to a topic I've been writing about a lot, namely the incredible wealth being compiled by former politicians and hangers-ons, with a focus on their real estate holdings.
Over the past month or so, I've written about a former FBI director's beachside penthouse (co-owned by his wife, and a client he "cleared" of wrongdoing), an Iraq War-financed McMansion, and a lavish Virginia property owned by a CIA torturer. I like writing about real estate because it's hard to get people's bank account records, but you can roughly track their wealth through their property holdings.
Consider, for example, Daschle, and his wife, Linda. Tom now lobbies for America's biggest corporations but avoids registering (and disclosure laws) by calling himself a "strategic adviser." He was Barack Obama's first choice to be Secretary of Health and Human Services but had to withdraw due to a number of embarrassing ethical lapses, like failing to pay taxes on a chauffeured limousine provided to him by a friend and political donor. His second wife Linda, a former Miss Kansas, advertises herself more honestly and is considered to be one of the most powerful lobbyists in Washington.
The pair met in 1980 when Tom was a freshmen House member and Linda held a low-level position with the Civil Aeronautics Board, which is supposed to help regulate the airline industry. He had stopped by her office as part of a congressional visit and wedding bells rang swiftly (as soon as Tom dumped his first wife, who in 1978, according to this story in Washington Monthly, "had helped him ring 40,000 doorbells and go on to unseat an incumbent by 14 votes").
Soon after their marriage, Linda landed a lobbying job with the Air Transport Association and in 1993 Bill Clinton appointed her to a senior position at the FAA. Four years later she tired of public service and returned to lobbying (at a firm founded by former senator Howard Baker).
Linda emerged as a lobbying powerhouse by representing clients (mostly aviation firms), whom her husband helped out while in the Senate. For example, she helped American Airlines get bailouts, even after the carrier had worked to "water down safety and security regulations that might have helped foil the World Trade Center attacks." There's no way to track Linda's lobbying income, but she's assuredly a mega-millionaire in her own right.
When Tom was a senator the couple owned a comfortable home in DC, but in 2011 they bought the seven-bedroom house at 2830 Foxhall Road NW. The year before, the Daschles bought two plots of land for $1.3 million in Bluffton, South Carolina, near the resort town of Hilton Head Island. By 2013, they had started building a house on them. It's a perfect spot for this ardent champion of the "common man" and his superlobbyist wife. Bluffton has been proudly described by southernnationalist.com as the Antebellum birthplace of Southern secession that made its name by "embracing inequality as a positive good and rejecting democracy as a destructive evil."
Representative Richard Baker, a Democrat from Louisiana.
Because I'm bipartisan, let's now turn to former Congressman Richard Baker, a Democrat turned Republican in 1986. While representing Louisiana in congress between 1986 and 2008, Rep. Richard Baker was a reliable voice of right-wing hackery (in one of his last official acts he sponsored a resolution that "calls attention to…the contributions of Christianity to the foundation of the United States") and evil ("We finally cleaned up public housing in New Orleans," he was overheard telling a group of lobbyists soon after Hurricane Katrina. "We couldn't do it, but God did.").
Baker long served on the House Banking Committee and chaired a subcommittee that was supposed to police Wall Street, but instead worked to repeal the Glass-Steagall Act, which was passed during the Great Depression and separated commercial and investment banking. This was Wall Street's wettest dream and led directly to rapid consolidation of the financial industry and the economic crash of 2008 that cost Americans $22 trillion and left millions unemployed and in foreclosure.
As a token of gratitude for such service, the financial industry contributed nearly $1.6 million to Baker's congressional campaigns; his three single largest career donors were JPMorgan Chase, the American Bankers Association and Bank of America.
Baker resigned in 2008 and moved directly to Wall Street's payroll as chief lobbyist for the Managed Funds Association (MFA), the voice of the hedge fund industry. Since then Baker has helped his patrons defeat stricter regulation of derivatives trading and higher taxes on hedge funds and their executives.
Enriching Wall Street firms (like JPMorgan, which sits on the MFA's board) and destroying the American middle class has netted big returns for Baker. By congressional standards he was poor when he left office; financial disclosure forms show his total net worth at the time was $75,000 and that his biggest single asset was K's Louisiana Market, his wife's catering firm. Back then he resided in a modest home in Baton Rouge.
Life improved dramatically when Baker went to work for the Managed Funds Industry. According to the group's latest IRS tax filing, he took home $2.3 million in 2011, which included a bonus of $700,000 and represents a 1,500 percent raise from his tawdry congressional salary of three years prior.
While Baker cleaned up, his financial sponsors were systematically ripping off his former constituents. For example, in 2012 Wells Fargo—a major campaign contributor to Baker and member of the MFA—settled a federal housing discrimination complaint over charges that it had allowed properties it foreclosed upon in minority neighborhoods of New Orleans to fall into neglect and disrepair, while carefully maintaining its stocks of foreclosed homes in white neighborhoods (Wells Fargo, as part of the settlement, agreed to pay $234.3 million in relief and compensation).
Such Louisiana woes don't appear to have affected Baker. He currently owns three properties in his home state, among them a waterfront lot. (The real estate advertisement for the lot read: "Are you looking for the ultimate in elegant, private, and classy river front property but haven't found it yet? Stop!!!!"). He paid $237,000 for it, a mere month's pay on his current salary. It's not a mansion, but it does come with room to dock two forty-foot boats.
But don't worry–the "Waterfront Sanctuary" isn't Baker's most impressive property. In 2010, already flush with hedge fund cash, he bought a shiny new home in Baton Rouge for $2.27 million.
Coming next on House of Cards: Code Ridge
[Author's Note: I've been writing about these issues for a very long time. Some parts of the above were adapted from my prior articles, which have appeared previously in Harper's, and other publications.]
Photo: David Zalubowski/AP; Stephanie Green/Bloomberg/Getty; Dennis Brack/Bloomberg/Getty
Ken Silverstein[email protected]firstlook.org@KenSilverstein1

redpajama_set_name: RedPajamaCommonCrawl


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40 Fairfax Court is in the city of London, Ontario and situated in the district of Medway in London. Hyde Park, West London and Fox Hollow are nearby neighborhoods. While Fairfax Court has no homes presently for sale, the community of Medway has 0 properties for sale. The district around 40 Fairfax Court has more apartments for sale than houses.
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text:
Atlassian Access
Inside Atlassian
Jira Core
Published February 17, 2017 in Continuous Delivery
Practical continuous deployment: a guide to automated software delivery
Continuous deployment guides frequently focus on the culture and adoption aspects. What's less common to see is how teams have addressed practical nuts-and-bolts issues.
In this post, I'll talk about the hurdles my team had to jump while transitioning to continuous deployment: workflow stuff, tools stuff, and a bunch of "gotchas". And for those of you looking to convince a reluctant boss, I'll describe how continuous deployment has benefited our team – spoiler alert: all the effort was worthwhile.
(I also presented this info at an Atlassian User Group in London – slides available here.)
What is continuous integration vs. continuous delivery vs. continuous deployment?
Before we dive in, let's define what we mean by continuous integration, continuous delivery, and continuous deployment. The terms are often used interchangeably, but they have different meanings which is kind of important for purposes of this post.
Continuous integration (CI) is the process of automatically building and testing your software on a regular basis. How regularly this occurs varies. In the early days of agile, this meant daily builds, But with the rise of tools like Bamboo, this can be as often as every commit. In the business systems team we builds and runs a full suite of unit and integration tests against every commit. (And because most commits happen on dev branches, we take advantage of Bamboo's branch builds feature.)
Continuous delivery (CD) is the logical next step from continuous integration. If your tests are run constantly, and you trust your tests to provide a guarantee of quality, then it becomes possible to release your software at any point in time. Note that continuous delivery does not always entail actually delivering as your customers may not need or want constant updates. Instead, it represents a philosophy and a commitment to ensuring that your code is always in a release-ready state.
If a guide to continuous delivery is really what you were looking for, head to The Pipeline – a guide to continuous delivery using Jira, Bitbucket, and Bamboo.
Continuous deployment
The ultimate culmination of this process is continuous deployment (CD): the actual delivery of features and fixes to the customer as soon as the updates are ready. Continuous deployment is usually practiced in the SaaS world, as hosted services are easiest to silently update in the background. But some desktop software offers this in the form of optional beta and nightly updates such as Mozilla's beta and aurora Firefox channels, for example.
In practice, there's a continuous spectrum of options between these techniques, ranging from just running tests regularly, to a completely automated deployment pipeline from commit to customer. The constant theme through all of them, however, is a commitment to constant QA and testing, and a level of test coverage that imbues confidence in the readiness of your software for delivery.
How to do continuous deployment: workflow steps
Everything here should be treated as a starting point rather than a set of rules. My team iterates on this workflow as our needs change, and yours should too. Because process should serve your goals – not the other way around.
Continuous deployment implies a clear development process, with your main release branch always being in a releasable state. There are any number of methodologies that allow this and I won't cover them all here, but if you want a deep dive into them I would recommend the book "Continuous Delivery" by Jez Humble and David Farley.
The model we follow is "release by feature": every distinct change we wish to make results in a separate release, containing only that change. Here is our current workflow and the tools we're using to enable it.
While we're using Atlassian tools wherever possible (naturally), all of this can be done with other tools. Our tools do have some nice integrations that make CD a little easier, however, so I'll point these out as we go along.
#1: Use an issue tracker for everything
For every development task – bug, feature request, whatever – we create a unique issue to track it. Long-running projects have an "epic" issue that all the discrete task issues link to. Obviously all this is best practice anyway, mostly because you can use each issue's unique ID to track the change from concept to deployment. Having a single reference point makes it easier to track the state of work, and enables some of the tool integrations I'll describe below. As you may have guessed, we use Jira for this purpose.
#2: Create a separate branch for this work, tagged with the issue number
In your version control system, create a branch which contains the issue number and a short description of the change – I'm on the Business Platform team, so our branches have names like "BIZPLAT-64951-remove-smtp-logging".
It should go without saying at this point that you should be using a distributed version control system (DVCS) such as Git. Older version control systems like Subversion handle branching ok, but really make merging difficult (which effectively makes branching workflows a non-starter). Without the ability to separate work into streams, keeping the main branch releasable becomes untenable.
We use Git for version control, and Bitbucket to manage our repositories. Jira has a useful integration point here: from within the tracking issue we created in step 1 we can just press a button and Bitbucket will create a branch for us. Sourcetree also has the ability to pick up and checkout these new branches. Then Jira will query Bitbucket and list all branches associated with a given issue in the issue itself, along with number of commits to the branch. This turns Jira into a convenient dashboard for the state of your development.
#3: Develop on your branch, including continuous integration
Git allows you to easily make many commits on a branch, and then only merge when ready. But that doesn't mean you should skimp on continuous integration. We run our full integration test suite against every commit on all active branches. We use Bamboo to do this, taking advantage of its branch builds feature to automatically create the build configs for each branch.
Again, there are useful integration points here. One is that, as with the branches and commits, Jira can display the state of any branch plans associated with tickets, creating an at-a-glance view of the feature development. But a more powerful one (in my opinion) is that Bamboo can also inform Butbucket of the state of builds for a branch. The importance becomes evident when we come to pull requests, down in step #4…
#3a (optional): Push your changes to a rush box
Rush boxes are used as staging servers for ongoing work that is not yet ready for QA or staging. This step is particularly useful when you have a customer or internal stakeholder involved in the development of the feature. By pushing out work in progress to a viewable stage environment you give them visibility of changes and allow them to review. You can do this automatically using the same infrastructure and tooling you use to perform other deployments.
#4: When ready, create a pull request for the branch
Pull requests are the DVCS world's version of code review. Inexperienced developers tend to dislike the idea, but many experienced developers love them, as they provide a safety net when working on critical code and infrastructure.
On our team we have a "no direct merge/commit to master" rule that we enforce through Bitbucket's branch access controls. This means that all merges must come through a pull request. On top of this we define a couple of extra quality rules:
All pull requests must have approval from at least one reviewer.
The Bamboo tests for this branch must pass.
Both of these are enforced by Bitbucket. In particular, the second one is enforced by the Bamboo to Bitbucket pass/fail notification mentioned in step #3.
#5: Merge and package as a release
Once the pull request has passed, the merge to the release branch can be performed. At this point, we perform full release of the software. We use a separate dedicated Bamboo build plan for this, which first runs the full test suite before incrementing the version and pushing to our build repository.
#6: Deploy to staging
Because we're talking about continuous deployment, this stage is also fully automated. (In a continuous delivery context, this step may be push-button instead of triggered automatically.) Building a released version of the software triggers an automatic deployment to our pre-production staging servers. This allows additional QA to be performed on it, and possible review by customers or other interested parties.
More on the actual nuts and bolts of how we perform these deployments is below in the Managing Deployments section.
#7: Promote to production
One of our rules is that we never push builds directly out to production. The binaries that go to production must first go through QA on our staging servers. Thus, we don't so much "release" to production as "promote" once we're happy with the quality. Again, the mechanics of this will be covered in more detail below, but suffice to say that we use Bamboo to manage which builds are deployed where, and Bamboo communicates this information back to Jira where it's displayed inside the issue tracking that piece of work.
A deep-dive into managing deployments
So now you have your release being built and deployed to development, staging, QA, and production environments – but how do you know which versions of the software are deployed where? How do you arrange the promotion of QA and staging builds up to production? And how do you ensure only certain users can perform these promotions?
Tracking versions through environments
Early on, we used bastardized build plans to deploy versioned, packaged binaries. But when Bamboo added specific deployment capabilities, we replaced these with the new deployment environments.
These look a lot like standard build plans in that they're composed of stages and tasks, but they support concepts necessary for effective deployments. In particular, they support the idea that a single build may be deployed to multiple locations (e.g., QA and staging), and then migrated onto other locations (e.g., production).
The UI shows you which versions are live on each environment. Or you can flip that and view things through the lens of the version: namely, which environments is this version running on right now?
Like the other stages of the build pipeline, deployment environments have their own integration and feedback points. Notably, the original Jira issue can display which environments the code for that issue has been deployed to.
Going the last mile with Ansible and Bamboo
Something I seldom see addressed is how to actually get the software onto your servers. It's assumed that if you're doing continuous deployment, you already have the "deployment" part taken care of. But even if this is the case, your existing tools may not necessarily fit with a fully automated deployment pipeline – especially if you've historically been on a fixed-window schedule.
This is known as the 'last mile' problem, and it's one of the hurdles we encountered on the Business Platform team.
We had a set of Python tools that had been in use for several years which performed upgrades on our hosts. However, they were not end-to-end automated, and had no concept of cross-host coordination. Rather than perform a rewrite of these scripts, we decided to look around for newer options.
In simple single-server cases, it's possible to use your Bamboo (or Jenkins, etc.) agents themselves as the last mile system. By placing an agent on the target servers and binding that to that server's deployment environment, you can script the deployment steps as agent tasks.
When consulting with your sysadmin team, the immediate temptation will probably be to use Puppet or Chef to perform the upgrades, as software configuration management. But these didn't suit our team because they work on the model of eventual convergence – i.e., they'll eventually get to the state that you desire, but not immediately. In a clustered system, however, you usually need events to happen in the correct order and be coordinated across hosts. For example:
Take server A out of the balancer pool
Upgrade A
Check that A is operational
Put A back into balancer pool
Take B out of the balancer pool
This is difficult to do with configuration management tools (yes, even in 2017).
Luckily, a lot of work has been done in this area by the DevOps community over the last few years. Going into a full review of the options would make this already-too-long post even longer. Suffice to say that we trialled a few options and eventually settled on Ansible for automation. The deciding factor was that it has explicit support for a number of tools we already use including Hipchat and Nagios, and that it was explicitly designed to perform rolling upgrades across clusters of servers.
Ansible uses YAML playbooks to describe sequences of operations to perform across hosts. We maintain these in their own Git repository that we pull as a task in the deployment environment. In total, our deployment environment task list looks like:
Download the build artifacts from Bamboo
Fetch Ansible from our Git repo
Fetch Ansible playbooks from Git
Run the necessary playbook
That said, we do use Puppet for the base-line configuration of the hosts, including the filesystem permissions and SSH keys that Ansible uses. Personally, I've never understood the Puppet/Chef vs. Ansible/Salt/Rundeck dichotomy – I see them as entirely complementary. For example, I use Ansible to create clusters of AWS servers, place them in the DNS and behind load-balancers, and then bootstrap Puppet on the host to manage the OS-level configuration. Once that's complete, Ansible is then used to manage the deployment and upgrade of the application-level software.
Preventing continuous downtime with clustering and failover
Continuous deployment also comes the possibility of continuous downtime. If you're releasing infrequently, you can get away with the occasional outage for upgrades. But if you get to the point where you're releasing features several times a day, this quickly becomes unacceptable. Thus continuous deployment goes hand-in-hand with a need for clustering, failover, and other high-availability infrastructure.
We went through this process, too. Earlier versions of the Business Platform team's systems were running as a single instance, largely for historical reasons. Prior to moving to the new development model, we had been following a weekly release cycle, with the deployment happening on a Monday morning. This infrequency, along with the fact that the deployment happened during Australian business hours, meant that this didn't affect most customers unduly.
Not that we were proud of this downtime, mind you. But it was never so painful for us that we wanted to invest in turning it into a clustered system. But the move to continuous deployment meant we had to address this deficiency, splitting out the stateful parts of the order system (such as batch-processing) and clustering the critical parts.
When clustering systems, it's important to select components for your network stack that will work with your deployment automation tools. For example, our original HA (high-availability) stack used Apache with mod_proxy_balancer. While this can theoretically be automated via HTTP calls to the management front-end, it was never built with this in mind and proved unreliable in practice. In the end, we moved our critical services behind a HAProxy cluster, which provides a reliable (albeit Unix-socket based) API for managing cluster members.
A note about continuous deployment tools
In case you're not taking notes on the side, the tools my team uses for our continuous deployment workflow include:
Jira Software for issue tracking
Git for version control
Bitbucket for repository management
Bamboo for build, test, and deploy automation
Ansible for cross-host coordination
Nagios for monitoring
While I've pointed out a number of places where Atlassian products integrate together, our "open company, no bullshit" value compels me to point out that these integration points are available to other tools, as well.
The interoperability is enabled by REST APIs that are documented online, so it's perfectly possible enable these features with a little work, possibly via curl. For example, if you're using Bitbucket for Git management and Jenkins for CI, you can still enable the build status integration mentioned in step #3 by calling out to Bitbucket's build status API.
Procedural considerations
There are some additional management-flavored questions to take into account. What these are will depend a lot on your organization. For us, the big issues were around security and separation of duties.
Deployment security
Most of our systems share a common Bamboo server with a massive array of build agents, managed by a dedicated team. Per our "open company, no bullshit" philosophy, we extend a lot of trust internally and assume all employees are acting in the best interests of the company. This means we grant developers privileges to create and administer their own build plans.
However, the company is growing and we went public in late 2015. And regulatory bodies tend to have a less trusting attitude toward such things. In particular, the software we produce modifies the company financials, and so must have strict access controls associated with it.
Although we investigated methods of remaining open-but-secure, in the end we decided that we should err on the side of safety. We identified all systems subject to Sarbanes-Oxley (SOX) compliance, and placed them into a dedicated build environment separated from the more liberal policies of the master Bamboo server.
Separation of duties
Historically, the Business Platform team has been quite self-sufficient. In some ways, we were doing DevOps before the idea came to wider recognition. However, SOX contains some strict rules about separation of duties. In particular, the implementers of a software change are subject to oversight and cannot themselves sign off on the deployment to production.
Our solution to this was to hand off the production deployments to our team of business analysts. The analysts are almost always involved in the triage and specification of software changes, and are therefore in a good position to judge the readiness of features. to be deployed. And the use of automated deployment, in particular Bamboo's deployment environments, makes this role available to them rather than just sysadmins.
In practice, we use the the deployment environment permission system to restrict production deployments to specific group of users within Bamboo. We can then add and remove members as required.
So, why should you do continuous deployment?
As you can see, there's a metric tonne of considerations around continuous deployment and a lot of work required up front. When bringing up the subject adoption, there will inevitably (and rightly!) be questions about what the benefits are. For my team, the main drivers were:
Moving to feature-driven releases rather than a weekly "whatever happens to be ready" release. This is allows faster and finer-grained upgrades, and assists debugging and regression detection by only changing one thing at a time.
The weekly release process was only semi-automated. While we have build tools such as Maven to perform the steps, the actual process of cutting a new release was driven by developers, following instructions on a Confluence page. By automating every step of the process, we make it self-documenting and repeatable.
Similarly, the actual process of getting the software onto our servers was only semi-automated. We had detailed scripts to upgrade servers, but running these required coordination with the sysadmin team (who had quite enough work already, thanks). By making the deployment to the servers fully automated and driven by Bamboo rather than by humans, we created a repeatable deployment process and freed the sysadmins of busywork.
By automating the release and deployment process, we can constantly release ongoing work to staging and QA servers, giving visibility of the state of development.
But these benefits are driven by our internal processes. When advocating for adopting continuous deployment, you'll often receive requests for justification from other stakeholders in your company. Continuous deployment benefits them, too:
Customers: By releasing features when they're ready rather than waiting for a fixed upgrade window, customers will get them faster. By releasing constantly to a staging server while developing them, internal customers have visibility of the changes and can be part of the development process.
Management: When we release more often, managers will see the result of work sooner and progress will be visible.
Developers: This removes the weekly/monthly/whatever mad dash to get changes into the release window. If a developer needs a few more hours to make sure a feature is fully working, then the feature will go out a few hours later, not when the next release window opens.
Sysadmins: Not only will sysadmins not have to perform the releases themselves, but the change to small, discrete feature releases will allow easier detection of what changes affected the system adversely.
The last point should probably be expanded upon, as it is such a powerful concept. If your release process bundles multiple features together, it becomes much harder to nail down exactly what caused regressions in the system.
Consider the following scenario… On a Monday, a release is performed with the changes that were made the previous week. Shortly afterwards, however, the sysadmin team notices a large increase in load on the database server. While triaging the issue they notice the following changes were included:
Developer A added a new AJAX endpoint for the order process.
Developer B added a column to a table in the database.
Developer C upgraded the version of the database driver in the application.
Identifying which one is the cause would require investigation, possibly to the point of reverting changes or running git bisect. However, if each change is released separately, the start of the performance regression can be easily correlated with the release of each feature, especially if your release process tags each release in your monitoring system.
Continuous deployment means continuously improving
Continuous deployment as a practice is so broad, a single blog post can't do it justice. Each team's recipe for continuous deployment will vary based on their existing tech stack, customers' needs, and team culture. (For that matter, the same is true of continuous integration and continuous delivery.) The important thing is to start somewhere and keep iterating. Continuous improvement for the win!
Although I've only scratched the surface here, I hope this post has answered some of the questions your team is facing around continuous deployment. I'll leave you with a few bits of further reading that dive into greater detail on various facets of the practice.
5 tips for CI-friendly Git repos
Git hooks for CI
Feature branching your way to greatness
Getting Git Right (a collection of free Git tutorials)
If you're interested in (or already using) Atlassian tools, check out The Pipeline: a guide to continuous delivery with Jira, Bitbucket, and Bamboo
Browse continuous delivery articles on The Pipeline
More in Continuous Delivery
Striking a balance between speed and quality in continuous delivery
Delivering scalable DevOps practices with Docker in Bamboo 6.4
How to win at CI with configuration-as-code and Bamboo Specs
Scale modern CI/CD with Bamboo 6.3


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About B'Tselem Interactive Map Conquer and Divide Newsletter Positions
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Fatmah Abu 'Issa, 70, lives in Jenin. She related how she much she misses her daughter in Gaza, where she cannot visit her, and tells of her fear that she many never see her again.
Fatmah Abu 'Issa, 70
I have 12 boys and girls. They all live here in Jeninm apart from my daughter Nibal who is 45. She married a man from Gaza and lives there with him. She and her husband, Yusri 'Abdallah Mghari, studied together at al-Najah University. She's lived far away from us ever since she got married in 1992. Since Israel closed the crossings to and from Gaza, we've all been suffering very much from the separation.
In the first few years after Nibal got married, the crossings were open and she used to visit us with her husband and their young sons, and my husband and I visited them on holidays. It was an exhausting journey, but visiting her was always a cause for celebration.
Video: So near and yet so far
After Israel closed the crossings, our lives changed and the distance from Nibal started making me miserable. I'm a mother and I miss Nibal and her children every day. It's especially hard during the holidays and on special occasions. Every time Nibal gave birth, I was really worried about her and felt so bad that I couldn't be with her, because a woman needs her mother at times like that. Even after the birth was over, I couldn't relax until I heard that everything was okay with Nibal and the baby. It was especially hard because two of Nibal's babies died shortly birth.
Since Nibal got married, four of her sisters and three of her brothers have gotten married, but she couldn't attend any of the weddings. So instead of enjoying the weddings, I cried the whole time.
Our family gets together several times during Ramadan and we spend time together. Nibal is with us in our hearts, but only as sadness and pain because she can't actually be there with us. During the holidays, I visit my daughters and play with my grandchildren, and every time I go into one of their homes, I imagine that I'm walking into Nibal's house.
My husband's name is Dr. Jamil Hamdan. In 2005, his health deteriorated and we tried to arrange for Nibal to come and see him here, in Jenin, but the Israeli authorities denied all her requests for permits. Nibal's only opportunity to see her father was in 'Amman [Jordan] went he went there for treatment. She travelled from Gaza to Egypt and from there to 'Amman. She had to wait in Jordan for more than two weeks until she could go back to Gaza, because Rafah Crossing was closed. Nibal's father died in 2005, and Nibal couldn't attend the funeral. All her requests for permits were denied. She set up a mourning tent at her own house in Gaza. We were in touch with her by phone all the time, so that she wouldn't feel alone. Her husband and his parents are very good people, but at times like that, a woman needs to be with her brothers and sisters.
In 2007, my daughter Rimah became very ill and her health deteriorated rapidly. We knew she was going to die very soon. All the medical reports emphasized that she was terminally ill. Nibal applied for permits to visit the West Bank and attached the medical reports, in the hope that she could see her sister before she died, but the Israeli authorities denied all her requests. They only let her in after Rimah died, but she didn't even make it to the funeral because she was delayed at Erez Crossing for six hours.
On the day Rimah died, Nibal's arrival had a very strong impact on me. When she walked into the mourning tent and saw me, we both started crying. I fainted because I was so sad that the Occupation had kept Nibal from seeing her sister and saying goodbye to her. I swear that Nibal's absence is as sad to me as my sadness over Rimah's death. Nibal and I talk on the phone every day. God bless her, she talks and her husband and children speak to me, but that's not enough. Every night, when I go to sleep, and every morning, when I wake up, I think about Nibal and worry that I'll die before I get to see her and her kids. My biggest wish is to see her.
About two weeks ago, I underwent cardiac catheterization. It was a nightmare, because I kept thinking that I was going to die without seeing Nibal. I was on the phone with her until I was taken into the operating room, and as soon as I got out of surgery, I spoke to her. I just wanted to put her at ease and tell her I was okay so that she wouldn't worry, but I cried every time we talked. My sons told me that Nibal stayed on the line with them the whole time I was in surgery.
The same way that we Nibal at many celebrations and other occasions, she's also had a lot of occasions when she's needed us. It's hard to imagine not being able to be a part of your child's life and milestones, and it's hard to imagine that I don't know my grandchildren except through the phone. I haven't hugged them in years. I pray that I don't die before I get to see Nibal and her children and husband here, in my house. I don't want Nibal to come to the mourning tent they'll put up for me. I don't want Nibal's visits to Jenin to be only in mourning.
Fatmah Huseein Muhammad Abu 'Issa, is a widow, a mother of 12 and a resident of Jenin. She gave her testimony to B'Tselem field researcher 'Atef Abu a-Rub on 30 April 2013, in her home.
Testimony of Nibal, Fatmah's daughter
Testimony of Asmaa Zaghlul
Testimony of 'Abir Sharaf
Report by Hamoked and B'Tselem, "So near and yet so far"
Under the guise of the permit system: Israel separates women living in Gaza from their families in the West Bank. The story of Ahlam and Ziad Salem
Under the guise of the permit system: Israel separates women living in Gaza from their families in the West Bank. The story of 'Aishah Musleh and her sisters
Nablus resident Asmaa Zaghlul describes the pain of living apart from her family in Gaza


Special students are those students who attend without being admitted. Special students cannot earn a degree until applying for admission and being admitted.
MES: non-admitted students may take four elective credits per quarter with permission from the faculty member. Register in person during the first week of the quarter.
MPA: non-admitted students may take a limited number of credits with permission. See the MPA website for more information.
MiT: you must be admitted to the program to take offerings.
You may take 8 undergraduate credits per quarter (fall, winter or spring) without being admitted to the college. In summer, you may take up to 20 undergraduate credits as a non-admitted (special) student.
To register, complete the Special Student Registration Form and submit it to the Registration and Records Office by mail, by fax, by email or in person.
Using a state/college employee or 60+ waiver? You'll register after classes start, which requires a faculty signature. You can only register if there is space available as determined by Registration. Learn more about these waiver programs.
Otherwise, you can begin registering one week after admitted students, following all the same processes and paying the same amount of tuition and fees.
If there are multiple Course Registration Numbers (CRNs), you generally need to use the freshman CRN.
All of the credits you earn can count toward an Evergreen bachelor's or master's degree. But remember: you will need to apply for formal admission to Evergreen before you can graduate and be given a degree.
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See the Help Wiki for more information about using my.evergreen.edu and your evergreen.edu email.
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Florida State College for Women/Florida State University School of Home Economics Florida Extension Services Collection
PDF Finding AidGenerating
FSU Special Collections & Archives
This small collection documents the history of the Florida extension service program from its beginnings at the Florida State College for Women (FSCW) / Florida State University (FSU) School of Home Economics. The collection includes reference materials about other statewide agricultural extension service agencies and home economics, articles about Florida 4-H Clubs and the history of Florida home demonstration work, and publicity brochures about Florida home demonstration work published by the Florida State Home Demonstration Office at FSU. It is historically significant to researchers studying the cooperative extension movement in Florida and the United States and its relationship to higher education programs.
Related Materials: In addition to the reference files, articles, publicity, and scrapbooks in this collection, there are photographs and negatives documenting Florida State University's 4-H Club (early 1950s), and its School of Home Economics (1953-1964), and Home Demonstration Division (early 1950s) available to researchers in the Florida State University Special Collections Photographic Archives.
Created: 1937-1969
Other: Majority of material found in 1951-1964
Other: Date acquired: 12/00/2005
Collection is open to all researchers.
To request permission to quote, publish, broadcast or otherwise reproduce from the archives, please contact Heritage & University Archives, Florida State University Libraries, Tallahassee, Florida. Researchers must obtain separate permission from the copyright holders of material held within University Archives collections for which the institution does not hold copyright.
Biographical or Historical Information
According to Agnes Ellen Harris, the head of Florida State College for Women (FSCW)'s Department of Home Economics, and Florida's First State and County Home Demonstration Agent, home demonstration work in Florida began during FSCW's 1908-1909 academic term, when she was invited by Mrs. Shackelford, president of the Florida State Federation of Women's Clubs and wife of Florida Supreme Court Justice T.M. Shackelford, to give a cooking demonstration in Ocala, Florida. A book of recipes, considered the first home economics work published by FSCW, was printed and distributed at this meeting. The demonstration was so successful that Miss Harris requested a year's leave of absence from FSCW to go to Columbia University, where she prepared herself for extension work. Also during this time, FSCW's President, Dr. Edward Conradi, strongly supported the home demonstration program and was instrumental in establishing the state headquarters for home demonstration work at FSCW.
After a year's work at Columbia, Miss Harris returned to FSCW and, after learning that a type of extension work for country girls, called "Tomato Clubs," was being established at agricultural colleges in the South, she created these clubs at the college. These clubs were also the first Girls 4-H Clubs in Florida. Club members planted and harvested tomatoes on a one-tenth acre plot and held "canning parties." The girls' mothers came as chaperones and helped with canning the tomatoes, an activity which was among the first "method" demonstrations given in home demonstration work in Florida.
Many of the early Florida home demonstration agents were teachers who worked with the tomato clubs during a few months in the summer. Their salaries were small, and travel was slow and often difficult. Twelve agents began work in 1912 and 500 girls enrolled in the tomato clubs. During this active period, agents worked directly with county superintendents and newspaper reporters for the purpose of educating Florida residents about how to save surplus fruits and vegetables.
In 1914, the Smith-Lever Act was passed by the U.S. Congress, providing federal aid for agricultural extension work in agriculture and home economics. The legislation also gave official government sanction to a plan of cooperation among the federal, state, and county governments in a system of rural education now known as Cooperative Extension work. This was the first time that the term "Home Economics" appeared in federal legislation. After the passage of this bill, more agents with better training and salaries were appointed, and FSCW began a cooperative program with the College of Agriculture at the University of Florida and the United States Department of Agriculture providing home demonstration training in Florida. Funds for conducting the work were available not only from these two institutions, but also from appropriations made by Boards of Commissioners and Boards of Public Instruction of the various state counties. In addition, extension services for adult women started in Florida in 1916.
In 1918, President Conradi proposed a "war college" for women to be held in Tallahassee. 375 women attending from all parts of Florida discussed how World War I impacted home demonstration activities and how home demonstration agents should respond to the demands of all-out war. As a result of this conference, the position of the extension agents was clarified and the women became better organized and participated in Liberty Loan drives, Red Cross work, community services to military camps, and other activities.
Home demonstration activities expanded after World War I and through the 1920s. There were developments such as the extension of telephone and electric lines, better roads, improved homes, health programs, and better schools. This work fostered a growing community spirit and the beginning of the community recreation program. In 1920, the first movie depicting home demonstration work was filmed in Florida. It included many scenes from the first 4-H Club camp for boys and girls. In 1927, the FSCW's 4-H Club was organized. In 1928, through the donation of $100 by Appleyard Printing Company, Tallahassee, a Council scholarship fund for 4-H Club girls was started by FSCW's Senior Home Demonstration Council.
With the close of Florida's prosperous years in the late 1920s, home demonstration work was challenged by a rapid succession of devastating storms in South Florida, bank failures, crop losses, and other difficult situations. Gardening, canning, and clothes remodeling became matters of necessity to feed and clothe families under trying financial conditions. During the depression, the need to increase the income of the farm family, in both cash and kind, was paramount. The sale of surplus products through home demonstration markets, roadside stands, or individual sales served as a means to supplement cash income. Reports supplied by the home demonstration women and girls for this period show they sold home-manufactured products or produced quality goods worth hundreds of thousands of dollars annually. In addition, during this time, the first 4-H girls, all FSCW graduates, were appointed county home demonstration agents.
As field agents of the U.S. Department of Agriculture, home demonstration workers were assigned many essential duties during World War II, including food production and conservation, nutrition, salvage, and rural health. As leaders in the state and counties, they were able to accept local and statewide responsibilities for wartime programs.
Following World War II, Florida State University (FSU, formerly FSCW) classroom space was at a premium and it was necessary to move the home demonstration state headquarters to the Administration Building at the discontinued Dale Mabry Air Force Base, just west of the main campus in Tallahassee. While the quality of the quarters was minimal, space was abundant, providing ample room for offices, storage, production, and collating of educational mimeographed materials.
During the immediate post-war period, there were several changes in the program. In 1948, two new positions were added - one in health improvement and the other the first state girls 4-H Club agent. Up to that time, state home demonstration staff had alternately shared the responsibility of working with the state 4-H program and chaperoning the girls to state and national meetings. Anna Mae Sikes was appointed state home demonstration leader in 1950 and served in this capacity until 1964.
Throughout the 1950s, home demonstration work continued to experience great expansion, reorganization, and a move to new state headquarters. An assistant editor and visual aids specialist position was created and filled by Alma Warren in 1951. This position recognized the need for mass media to reach an expanding audience.
In-service training for agents and state staff members continued to expand and an additional state staff position was created. In 1953, Eunice Grady was appointed assistant to the state home demonstration agent in training programs. Her responsibilities included recruitment, pre-service training, in-service training, graduate training for home demonstration workers, and assisting the state agent when requested. These activities resulted in the establishment of FSU's Department of Home Demonstration.
In 1958, the state staff was moved back to the main FSU campus in the Extension wing of the just completed Sandels Home Economics Building. That year, FSU's Extension Committee on Reorganization and Policy Subcommittee on Scope and Responsibility published The Cooperative Extension Service-Today. In 1959, the scope report was followed by A Guide for Extension Programs in the Future.
When the Florida Extension Service reorganized in 1963, seven state home demonstration staff members were transferred from FSU to new headquarters at the University of Florida in Gainesville. Floy Britt, the Negro district home demonstration agent, was moved from Florida Agricultural and Mechanical University to FSU and her title was changed to Extension Home Economist for Special Programs. Subsequently, Home Demonstration Agents' titles were changed to Extension Home Economics Agents.
The next major reorganization occurred in 1968 when women district agents were eliminated in favor of program assignments. The state leader became Assistant Dean for Home Economics and all county personnel and operations were united under the direction of county directors.
Other organizational changes followed. In 1971, the Department of Extension Home Economics was established at FSU. With the creation of this new department, the duties of Assistant Dean of Extension of Home Economics was expanded to include 4-H Club work and the position title was changed to Assistant Dean of Human Resource Development. Two program positions were transferred to an administrative unit on program development. To comply with affirmative action standards, changes were made in the organizational structure of Florida state and county extension offices and title listings.
0.40 Linear Feet (7 Folders)
Method of Acquisition
Reference materials, articles, and publicity items were acquired from the Florida State University College of Human Sciences in December 2005
Related materials covering home demonstration work in Leon County may be found in the Florida Association of Family and Consumer Science Records, housed in this repository.
The collection was processed in December 2005 and January 2006
4-H clubs--Florida Subject Source: Local sources
Advertising fliers Subject Source: Library of Congress Subject Headings
Bibliography Subject Source: Library of Congress Subject Headings
Florida Cooperative Extension Service.
Florida State College for Women
Florida State College for Women. School of Home Economics
Florida State University Libraries. Heritage & University Archives Subject Source: Lctgm
Florida State University. College of Home Economics
Home economics extension work--Florida Subject Source: Local sources
Manuscripts Subject Source: Library of Congress Subject Headings
Pamphlets Subject Source: Library of Congress Subject Headings
Periodicals. Subject Source: Library of Congress Subject Headings
Reports Subject Source: Local sources
Scrapbooks Subject Source: Library of Congress Subject Headings
00. Heritage & University Archives
FSU. Florida State University Collections
FSU/ADM. FSU Administrative & Departmental Collections
Burt Altman
Container: Scrapbooks 1-6 (Text)
Container: Scrapbooks 7-10 (Text)
Box: 1809 (Text)
Part of the FSU Special Collections & Archives Repository
https://www.lib.fsu.edu/special-collections
116 Honors Way
PO Box 3062047
Tallahassee FL 32306-2047 US
lib-specialcollections@fsu.edu
Florida State College for Women/Florida State University School of Home Economics Florida Extension Services Collection, Special Collections & Archives, Florida State University Libraries, Tallahassee, Florida. https://purl.lib.fsu.edu/fa/MSS-2005-016
Florida State College for Women/Florida State University School of Home Economics Florida Extension Services Collection, Special Collections & Archives, Florida State University Libraries, Tallahassee, Florida. https://purl.lib.fsu.edu/fa/MSS-2005-016 https://archives.lib.fsu.edu/repositories/10/resources/1387 Accessed February 01, 2023.


The iPhone X has been unwrapped along with two other handsets- iPhone 8 and iPhone 8 Plus. iPhone X has revolutionized the world of smartphones. It has set a new standard altogether. iPhone X is the pinnacle of iPhone series. Apple's 10th year anniversary was celebrated by unveiling the fancy iPhone X.
So here we are to discuss what is so special about the latest iPhone X. Let us find out.
You just cannot ignore the iPhone X. The glass bodied smartphone with minuscule bezels will surely catch your attention. It has got an edge to edge display of 5.8-inch Super Retina AMOLED screen. It offers a resolution of 2436 X1125 pixels. Also, the mobile phone is IP68 certified which makes it dust and water resistant. The edge to edge design as compare with Samsung Note 8 and Samsung S8 is really different.
You will find a cut out notch at the top of the device, that notch holds Apple's True Depth camera. The Face ID lets you just look at the phone to swipe up to unlock even in dim/dark light conditions. Now, this is an important factor because iPhone X does not have the Touch ID / Home Button like its previous models. Space Gray and Silver will be the only two options available.
The iPhone X will perform on a 3GB RAM and will come in two storage variants, one model will offer 64GB of internal storage and the other one has 256GB.
The iPhone X will run on the latest processor iOS 11. It has six cores. Two of these cores are high-performance cores. They are up to 25per cent faster than the high-performance core in the A10, which powers the iPhone 7 and the iPhone 7 Plus, says Apple. Also, there are four other power-efficient cores that are 70 per cent faster compared to similar scores in the A10.
Apple has embedded upgraded camera lens in the iPhone X. It roots a dual camera set up. The rear cameras of iPhone X support optical image stabilization on both the wide-angle and telephoto lenses.
If at times your hands shake while clicking pictures, then the feature of OIS will enable the camera lens to move with your unsteady hands, thus not affecting the quality of images. And the telephoto lens will be able to click zoomed in pics without making it blur.
The iPhone X camera sensors are also larger and faster, capturing what Apple calls "deep pixels" with either a f/1.8 aperture (wide-angle) or improved f/2.4 aperture (telephoto) lens. It also uses its new A11 Bionic chip and machine learning to optimize for scenes even before an image is taken.
Apple had already introduced Portrait Mode last year, and this time they have added Portrait Lighting. The main role of Portrait Lighting is to define the light in a scene, making it look like you have studio lights.
Apple has created a new concept named Animoji which has given a new definition to emoji by using its TrueDepth camera to mirror your facial expressions on an animal or other creation.
Apple's messaging app also includes some fun stickers and special effects, which is liked by people. The same is being said of Animojis. Apple is also working with Snapchat on using the front-facing camera to bring new, more realistically contoured masks to its photo-sharing app.
Tim Cook and company has claimed that the non-removable battery of iPhone X will last 2 hours more than iPhone 7.
And the most interesting part of iPhone X is that the device will be the first Apple phone (along with the iPhone 8 and 8 Plus) with wireless and fast-charging capabilities. This can give you a 50% charge in just 30 minutes.
The Apple IPhone X Mobiles is manufactured by Apple.
The best price for the Apple IPhone X in uae, is AED 3347 sold at Souq and available in Dubai, Abu Dhabi, Sharjah and Ajman.


Prefabricated Buildings Complex that consists of 4 major zones that comprise of over 48 buildings in a 272,600 m² land mass, which is used to support the Company Manufacturing and Engineering personnel from initial mobilization through demobilization upon completion of the associated plant construction for the world's second largest world-class petrochemical plant, SADARA (Joint Venture between Saudi Aramco and the Dow Chemical Company).
Integrating the highest safety and quality standards and practices along with the latest planning and control industry practices for the most efficient and productive construction of this EPC Project (Engineering/Design Procurement Construction), where in a 7-month congested time-frame, work was non-stop and in-parallel in-order to meet the stringent deadline. Work included a complete LV power network, water (potable, fire, and sanitary) networks, communication network, complete land-development including massive asphalted parking areas with all infrastructure, and much more.
Project includes a 3-year operations, maintenance, and catering services package for the offices complex (training, orientation, etc.), including a major dining hall for SADARA M&E personnel, along with multiple prayer buildings and security guardhouses.
Client:Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â SADARA (Saudi Aramco Dow Arabia) Chemical Co.


A sizeable part of the revenue of companies in the hospitality industry is devoured by mobile phones. In such a scenario, hotels need to minutely observe and track the services they provide customers. They need to carefully allocate rooms and telecommunication services to clients and charge them in an error-free and timely manner. The efficient and smooth functioning of the range of services that hotels provide depends upon real-time inspection and provisioning.


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Q: How to create interaction with two windows in JQuery L.S.
Excuse me if my english isn't very good. I try to make it as understandable as possible.
For the last couple of weeks I've been looking for a solution to have some kind of interaction between two windows in a web application. I want to play an animation in the first window and when it plays I want to open a new window with controls to stop it. (The purpose of all this is that I want to play the animation on my first display and the animation controls on my second, but that is not of high importance).
I know that there is a window.opener thing in JQuery but I've tried to implement that a couple of times and that did not work. I hope someone can help. This will be appreciated very much!
This is how far i've got now:
$(function test() { /* Assign a name to this window (index.html)*/
    window.name = "main"; /*When the button test is clicked  */
    $("#test").click(function test() { /*check if the window name works */
        alert(window.name); /* This works! */
        /*Open a second window, source is controlpanel.html, window name is control */
        var control = window.open("controlpanel.html", "control");
    });

    /*When button test 2 is clicked*/
    $("#test2").click(function() { /* change the color of the control window */
        $(control).css('background-color', '#9900FF'); /*This does not work */
    });
});

A: Launch the control window from the primary window then you can address the primary window from the secondary widow using...
window.parent.document

You can also use the opener to do this
If you open you secondary window with javascript in the secondary window you can call "function1" in the primary window like so.
window.opener.document.function1();

See this example of exactly what you are trying to do:
http://www.javascriptkit.com/javatutors/remote2.shtml

A: control is not a selector
$(control).css('background-color', '#9900FF');

CSS needs to know where to apply the background. Your selector should either be a tag, id, or class ex: $('div') or $('#myid') or $('.myclass') . Control as you have it in your code is none of those.

redpajama_set_name: RedPajamaStackExchange


Carlos Ayesta (born 1985 in Caracas, Venezuela) is an independent photographer. Specializing in architectural photography, he is the winner of the 2012 Young Talent SFR Award, the fifth edition of the SOPHOT competition and a finalist for EPAP. Carlos Ayesta is a part of the Hans Lucas Studio. Carlos Ayesta lives and works in Paris, France.


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Rally Italia Sardegna – Preview – TOYOTA GAZOO Racing targets Sardinia success
By Linda Hirvonen 5 years agoNo Comments
Home / WRC / Italy / Rally Italia Sardegna – Preview – TOYOTA GAZOO Racing targets Sardinia success
Rally Italia Sardegna represents the halfway point of the 2018 FIA World Rally Championship season, as round seven out of 13. The TOYOTA GAZOO Racing World Rally Team will again be aiming for a top result on the Italian island event with its Yaris WRCs driven by Jari-Matti Latvala, Ott Tänak and Esapekka Lappi.
Rally Italia Sardegna is characterised by fast but narrow gravel roads, which are lined by trees and rocks, leaving very little margin for error. The fine sandy surface is gradually swept away by each passing car, exposing the harder, rocky base underneath. High temperatures can stress the crews and their cars.
The event will begin on Thursday evening with a super special stage at Ittiri near the rally base in Alghero. Friday consists of four stages to the north-east which will all be run twice, while on Saturday there will be two loops of three stages in the Monte Acuto region, separated by another visit to Ittiri. The rally concludes on Sunday with two repeated stages north of Alghero.
Rally Italia Sardegna will also be a special one as Miikka Anttila will celebrate his 200th WRC start. An amazing journey for the Finnish co-driver who is also the most experienced competitor in the history of the sport.
Tommi Mäkinen (Team Principal)
"I am feeling confident about we can achieve in Sardinia. We had a very good test there before Rally Argentina, which was of course a great event for us. I believe that we should have a strong package for these kind of roads. Generally, the performance has been very positive over the past few rallies, and everybody in the team is working hard to keep improving. We already had some good results in Sardinia last year, and Ott won the rally, so I think it is an event where all of our drivers feel comfortable. Overall, there are many reasons to be positive."
Miikka Anttila (Co-driver car 7)
"It's been an incredible journey and I can't believe I will start my 200th WRC event in Sardegna. I have a lot of great memories like our victory in Rally Sweden in 2008 but also our first ever win in Rally Finland, in 2010, with our family and friends. If I would have to do it again? I would do it without hesitation. For sure I feel lucky and emotional at the same time to have reached my dream and worked in motorsport since so many years with amazing teams and drivers. I am not ready to stop and I'm sure there's more great moments to come."
Jari-Matti Latvala (Driver car 7)
"I always enjoy competing in Sardinia. I actually drove there for the first time in 2003 on the Rally Costa Smeralda, the year before the WRC started going there. The roads have a very hard base with a layer of sand on the top which can make it very slippery for the first cars on the road. The roads are narrow but you can go very fast if you can keep to the right line. I feel positive heading to Sardinia. I had two clean days of driving in Portugal without any mistakes and this helped my confidence a lot, and I am really enjoying driving this car."
What happened last year?
Toyota enjoyed a strong first visit to Rally Italia Sardegna. Jari-Matti Latvala finished in second place (close behind his future team-mate Ott Tänak, who won the rally) while Esapekka Lappi was fourth in only his second event at the highest level of the WRC, posting six fastest times including on the Power Stage. Juho Hänninen also won a stage on his way to sixth overall.
Italy, WRC
Rally Italia Sardegna – SS1 – Sardinian adventure underway for TOYOTA GAZOO Racing
Rally de Portugal – Day 3 – Toyota finishes strongly in Portugal
Linda Hirvonen
(260 articles)


text:
Q: What must be the minimum upload data rate to get datas from Google Analytics for Android? I use google analytics tool to get user data from my Android App. I know this is a very specific question but simply "What must be minimum upload data rate to get datas from Google Analytics for Android?"
Thanks.


Say "hello" to your new favorite jeans. These are an everyday wear.
Fine stitching with slim fit cut, but not too much. Just the right amount to get the perfect look and feel.
Goes nice with some mid-high top shoes and elongated t-shirt.


From our popular Breakfast Bowl to our unique and delicious Truffle Shuffle Omelette, Eli's has you covered.
Stop in for a quick bite and try one of our famous burgers, or custom sandwiches. Don't forget about dessert!
Not in a hurry? Kick back and relax with a cold beer. We have a unique beer list along with wines and ciders too!
A wonderful breakfast location with excellent and friendly service, Eli's had become one of my favorites too grab breakfast/brunch. I highly recommend the Porky Pig omelette. Their use of barbecue pork in a breakfast dish is wonderfully-creative and filling.
Great people. Great food. Great value with generous portions. Love the choice of being able to have a burger for breakfast (or an omelet at lunch) if that's what you're craving. Can't beat the loaded Cheesy Tots for a unique twist on some good ol' comfort food (take a doggy bag for a re-heat treat later!). Highly recommend!!
This is a Natick staple! I hate to say more! I'm afraid I won't get a seat next time I go! The food is good, staff is excellent! What more can I say!
Nice casual environment. Breakfast was really good, was exactly what I was craving, and was very reasonably priced. Bacon was crispy and perfect. They also make their own cold brew which is foamy and delicious.


The Supreme Court on Tuesday directed Kolkata Police Commissioner Rajeev Kumar to cooperate with the Central Bureau of Investigation (CBI) in its probe into the Saradha chit fund scam even as the apex court ordered that the Kumar must not be arrested by the agency.
The court also summoned Rajeev Kumar, Chief Secretary and the Director General of Police to appear before it on February 20, which is also the next date of hearing in the case.
The Kolkata police chief is at the heart of a huge showdown between the central government and Mamata Banerjee, who is onDay 3 of her indefinite protest sit-in provoked by a CBI team door-stepping Rajeev Kumar on Sunday evening to question him on "missing evidence" in the Saradha and Rose Valley chit fund cases. Several members of Mamata Banerjee's Trinamool Congress have been arrested in the cases, which were probed by a Special Investigation Team led by Rajeev Kumar.
The central government went to the Supreme Court on Monday, after the CBI team that arrived at Rajeev Kumar's Kolkata homewas blocked by the police, bundled into buses and detained for a few hours. The dramatic developments on Sunday evening led to Mamata Banerjee launching an indefinite sit-in to protest against the central government's action against her police chief, calling it a "constitutional breakdown".
The centre told the court today that call data records given to the CBI by the Special Investigation Team were not complete and less calls were shown in the data. "The SIT gave us doctored copies of call records," said the centre's lawyer.
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Chris says: "The best Spiz'ike ever made in my opinion. The limited relese, the first colorway to be debut, plus wifey bought them for my 23rd birthday. NICE!!! It looks like the Sal's pizza box from the movie Do the Right Thing."


text:
Share this Story: Thousands of dollars of single-cask whisky seized in 'Prohibition era' raids of B.C. restaurants
Thousands of dollars of single-cask whisky seized in 'Prohibition era' raids of B.C. restaurants
Four locations raided by liquor inspectors
Fets Whisky Kitchen was one of four bars and restaurants raided Thursday after an investigation. Photo by Submitted: Fets Whisky Kitchen /PNG
B.C. liquor inspectors carted away tens of thousands of dollars of whisky on Thursday during a series of raids that bar owners are calling "heavy-handed" and reminiscent of the Prohibition era.
Allura and Eric Fergie, owners of Fets Whisky Kitchen on Commercial Drive in Vancouver, said three B.C. Liquor Control and Licensing Branch (LCLB) inspectors showed up unannounced at the restaurant Thursday following up on a complaint and as part of an "undercover sting operation." A pair of police officers observed the first five minutes of the four-hour raid, the couple said.
Thousands of dollars of single-cask whisky seized in 'Prohibition era' raids of B.C. restaurants Back to video
Eric Fergie said the inspectors tagged, sealed and carted off 242 bottles of specialty single-cask whisky from the Scotch Malt Whisky Society worth roughly $40,000. The Grand Hotel in Nanaimo and Little Jumbo in Victoria, which carry the same product, were also raided. A fourth establishment that was raided isn't listed on the whisky society's website as carrying the product.
In B.C., liquor products sold by bars and restaurants have to be bought through the Liquor Distribution Branch and recorded in a liquor register. But the branch only distributes Scotch Malt Whisky Society products to private stores, so they are not available for bars and restaurants from the branch.
It's not been hidden. We've been a Scotch Malt Whisky partner bar for six years now
In an emailed statement, the Ministry of Attorney General said the Liquor Control and Licensing Branch can't comment on "compliance measures" or release private information about any licensee.
"The LCLB operates independently in terms of the general manager's supervision of licensees, and enforcement decisions cannot be directed by the attorney-general," the statement said.
Eric Fergie said Fets was "kind of playing on the edge of the sandbox" by carrying the whisky. He said they anticipated changes in liquor policy to allow them to obtain some products through private stores.
"Maybe we jumped the gun a bit but, you know, they never enforced it and the liquor inspector has been in our place a couple times a year" without raising a concern, he said.
The Fergies said they haven't been contacted by the liquor inspectors since the raid and are unsure whether there will be fines. Both said they believe it was "heavy-handed," particularly considering it was the first enforcement action. They wish there had been a warning or conversation first.
"It's not been hidden. We've been a Scotch Malt Whisky partner bar for six years now. Numerous liquor inspectors over those six years have been in our place and not once were we ever told that that was a no-no," Allura Fergie said.
"We don't know whether it will be excessively harmful to a small B.C. business that's been around since 1986 and never had a problem, at all," said Eric Fergie.
The couple questioned why an open cannabis market at Robson Square is allowed to operate and without paying any taxes, while small, taxpaying restaurants have been punished for bending the rules to carry a single specialty whisky.
Eric Fergie said he hopes the raid and public reaction to it might spawn a change in policy. The couple has contacted a lawyer as well as Vancouver-Hastings MLA Shane Simpson and Attorney General David Eby.
"We're pretty upset, but we have a lot of support behind us, so that's making it a little bit more bearable," Allura Fergie said.
Jeff Guignard, executive director of the Alliance of Beverage Licensees of B.C., said his industry organization encourages its members to abide by B.C.'s liquor laws — "even the stupid ones."
But Guignard said the law that led to the seizure of close to $100,000 worth of whisky from four restaurants is "outmoded" and due for change after years of progress in B.C. liquor policy. The alliance has been speaking with officials about letting bars and restaurants buy a broader range of products directly rather than only stocking those available through the Liquor Distribution Branch, he said.
"It's a long-standing irritant in the industry and absolutely, its time has come," he said. "What happened yesterday was a Prohibition-era raid on a small business that is not harming anyone at all."
Bruce Gillespie, managing director of Little Jumbo, said the raids have had a big impact on the Victoria Whisky Festival this weekend, where a special tasting of Scotch Malt Whisky Society products had been planned.
After four years of carrying the whisky, Little Jumbo removed it from its menu weeks ago after hearing about inspectors "tightening the noose" at a local bar that wasn't one of the four raided, Gillespie said.
He wonders why heavy-handed raids were carried out when the Liquor Distribution Branch already issues a purchase order for the same whisky and ships it to the branch before it's sold by the liquor board to private liquor stores.
"They've got their money, they've given it a SKU (stock-keeping unit), they've registered it, they've approved it," he said. "They've got their pound of flesh."


text:
Paul Goble
Zombification of Society Keeps Putin in Power but Will Destroy Russia, Strovsky Says
Dmitry Strovsky
Staunton, March 1 — The ongoing "zombification" of Russian society and especially of young people and intellectuals is "a guarantee of the continued rule" of the Putin regime, but it is destroying the prospects for the development of Russia now and in the future, according to Dmitry Strovsky, an outspoken professor of journalism at the Urals Federal University.
In a wide-ranging interview with Aleksandr Zadorozhny of Znak.com, Strovsky who has been in hot water before for his criticisms of Moscow's policies on many issues argues that the narrowing and closing of the Russian mind under Putin is already having tragic consequences (znak.com/moscow/articles/27-02-19-41/103622.html).
Moscow's efforts to limit the range of information and interpretations people have has led to "the colossal problem" of a rise of a new generation whose "quality is falling catastrophically." Because of shortcomings in their earlier educations, he says, they increasingly act as if there was no history before their appearance on the earth.
Many of the students he sees do not know what happened in Russia over the last two decades. For them, "the 1960s and 1970s are as distant as the times of Napoleon and Kutuzov" are for their elders. And all too often, "the 1930s are just as far away as…the Tatar-Mongol yoke." They thus lack any basis for judging their own times, and the Kremlin exploits this.
There are many reasons why this has happened, Strovsky says. "One of them is that today in schools work people who received their training" as the Soviet Union was falling apart, "when the former history was rejected but at the same time, it was absolutely unclear what history we would create today."
"Having finished university, these people formally are considered pedagogues, but what can they give to students when they themselves" formed at such a time of uncertainty lack "an integral worldview" and have "only the most cloudy idea about where we have come from and where we are going," he continues.
Moreover, Strovsky says, there was a breakdown in the transmission of values from parents to children. Few of the latter are in close contact with the former and "only a handful knows who were their grandfathers and grandmothers let alone deeper family roots." They thus have no idea what was good and bad in the past and what is "permissible."
Instead of families and books, the authorities for this rising generation "have become the mass media," which all too often presents the most "primitive" "black and white" views of whoever is in power – especially when journalists are actively discouraged from presenting discussions of issues and told to put out one version of reality.
And because many Russians are disconnected with the past, they have no basis for judging what those in power are introducing in their lives. For example, Strovsky says, the Kremlin has introduced the term "national traitor" into the Russian lexicon, something it could do because few know that Adolf Hitler used it in his Mein Kampf.
"The entire world has condemned Nazi ideology, including at Nuremberg. But now, in the new millennium, it turns out that we are publicly approving some of its obscurantist ideas." That would have seemed preposterous and absurd only a decade ago, but now it is happening – and few understand the origins of these notions.
Indeed, Strovsky says, what is going on "recalls the times of the flourishing of totalitarian regimes – in the Soviet Union, Nazi Germany, and fascist Italy. The 'unity' of those in power and society, the euphoria on the occasion of grandiose successes on the way to 'a bright future,' the absence of doubt, and the subordination of people in the cultural sphere to the interests and the priorities of those in power are all present."
According to Strovsky, the key task of totalitarian ideology is to eliminate the experience of the past and to eclipse it with the absolutization of the present day" because that allows those in power to make any shift without having to explain their reasons.
"Totalitarianism destroys the links between cause and effect," the Urals scholar says. And today, the Putin regime is doing what the Bolsheviks did in the 1920s and the Nazis did in the 1920s, eliminating any possibility that people will be able to draw on the experience of the past to criticize the present.
Another reason that the Putin regime has been able to move in this direction is the amount of poverty in Russia. "The pro-Putin majority is relatively poor," and its members need not only goods but confidence that the state will ensure that they get at least the minimum even if it denies them the opportunity to get more.
For such people, "to be a totalitarian man … is simpler, more comfortable and more profitable" than not to be. "The aura of the unknown disappears, the individual hopes for 'a strong hand,' and he feels himself in a more comfortable position." Moreover, this becomes the basis for supporting the current regime because "if the state dies, so too do the personal plans of such a person."
"'Non-totalitarians,'" in contrast, he argues, are "creatively oriented, thinking and doubting" and their chances of retaining memory are somewhat higher. But unfortunately, In life, [they] often are fated to greater complexities," and thus this is not attractive to many, including many who think of themselves as intellectuals but who want a comfortable life.
Indeed, Strovsky says, there are ever fewer genuine intellectuals, people prepared to question authority and challenge it. Instead, they are quite prepared to use "the newspeak" the regime employs to hide its goals and to seek the best possible places for themselves rather than to live up to their calling.
Increasingly and mirroring the behavior of those in power, they focus only on immediate tasks and thus both create ever more problems for society in the longer term, he argues. That is what is happening in education and culture in Russia today. The powers that be may be getting a loyal group of subjects, but they are ensuring that Russia will suffer even more in the future.
Bolsheviks Dmitry Strovsky Nazis Russian educational system Russian youth Soviet educational system totalitarian ideology zombification of Russia
The Forty Million Russians under 25 Overwhelmingly Support Putin Now But May Threaten His Policies Later
Lienz at 70 – a Tragedy Neither Moscow Nor the West Wants to Acknowledge
Like Hitler, Putin Will Only Be Challenged By Elite After He Starts Losing
Ukrainian Events Keep Moscow From Addressing Cossack Genocide Of 1920s
Ukrainians' Destruction Of Lenin Statues Making Him a Conservative Figure For Russians
Despite Public Displays Of Piety, 'Orthodox Atheism' Spreading In Russia


ONE afternoon early in October, when I picked up my two children at the English village school they are attending this year, I asked Greg, who is eight, what he'd had for school dinner. ``You mean what did I have for lunch,'' he replied.
``It's called `dinner' at your school,'' I said, surprised at this correction. The school meals are, in fact, as substantial as what we Americans think of as dinner. For many children they constitute the main meal of the day.
Later that evening, my husband and I discussed our son's request. We'd been living in England two months, and were making our way through the surprising number of differences that exist between English and American terminology. Although our children had already made friends and were, as their teachers said, ``settling'' very well in school, perhaps our using American expressions at home would enhance their sense of stability.
Nevertheless, carrying through with that decision has been more complicated than we expected. Our daughter Erica, who is five, will often use an English phrase without being aware that she has abandoned the American alternative. One afternoon recently she discovered an old baby picture of herself peering out from under a beach hat. ``Why did you take that photograph of me in a bonnet?'' she demanded critically.
When she is aware of a choice, Erica will often be adamantly English. In England, for example, cookies are called ``biscuits.'' One afternoon in the summer as we were returning from a walk, she asked if she could have a ``biscuit'' when we got home.
``No, a biscuit,'' she answered firmly.
``Are you going to talk the English way?'' he asked.
``I'm going to talk American,'' he said.
But why this difference? Why should one child be acquiring an English accent and using English expressions while the other retains his flattened vowels and remains decidedly American? Before this year, I might have suspected a child in a foreign country who expressed a strong loyalty to his native land was betraying homesickness, but that doesn't seem to be the case. In fact, our son has found it easier to adjust to English life than his sister. Unlike Erica, Greg hardly speaks of missing our old neighborhood or of missing his friends.
How is it then, that children develop a sense of belonging to a particular culture? Are some children, like Erica, more susceptible to pressures to assimilate? Or can the differences in children's responses be traced to differences in age? Is an older child inevitably more conscious of his or her roots and therefore more loyal to them?
Erica's suitcase (she would call it a ``case'') is still small. She doesn't remember where she found her words, and, now that she's in England, she simply dumps out any expressions her new friends do not know and replaces them with what she hears in school. She can hardly regret the absence of specifically American terms - they hadn't been hers for very long, anyway.
How soon will it be before she says ``popsicles'' instead of ``lollies''? And will Greg betray any loyalty to the English expressions he uses here with his friends?
We finally figured out that he meant attendance.


text:
Q: Python logging level In an old Zope module, i found a function add_file_logging() in the _init_py.
With logger2 i tried to log some INFOS, the level is set to DEBUG in add_file_logging(). But INFOS are not logged to file. ERRORS are logged to the file. But the function add_file_logging() must be excecute while the ERRORS are logged. But the logging level must be the problem, that it's not set.
With logger1 i did the same - same code - with the function set_logger() in the Class itself it just works fine.
So i'am wondering, why the same method is not working when it's imported. Can somebody explain me the difference?
That would be very nice ;-)
myhelper.tools/src/myhelper/tools/worker.py
import os
import sys
import logging
import logging.handlers
from myhelper.tools import add_file_logging

logger1 = logging.getLogger('myLogger1')
logger2 = logging.getLogger('myLogger2')

class Worker(object):

    def __init__(self):
        self.to_delete = False

...

    def set_logger (self, logger, logfile):
        logger.setLevel(logging.DEBUG)
        handler = logging.FileHandler(logfile)
        handler.setLevel(logging.DEBUG)
        logger.addHandler(handler)

    def run(self):
        self.set_logger(logger1, os.path.dirname(__file__) + "logger1.log")
        add_file_logging(logger2, os.path.dirname(__file__) + "logger2.log")

...

def main():
    work = XmlWorker()
    work.run()

myhelper.tools/src/myhelper/tools/init.py
the init.py underscores are auto deleted to init.py ;-)
# -*- coding: utf-8 -*-
import logging
import logging.handlers

logging.basicConfig(level=logging.DEBUG,
            format='%(asctime)s %(levelname)-8s %(message)s',
            datefmt='%a, %d %b %Y %H:%M:%S')

class AboveInfoFilter(logging.Filter):
    def filter(self, record):
        return record.levelno > 20

def add_file_logging (logger, logfile):
    logger.setLevel(logging.DEBUG)
    handler = logging.FileHandler(logfile)
    handler.setLevel(logging.DEBUG)
    logger.addHandler(handler)

A: I cannot reproduce your finding. This script:
import logging
import os
import shutil
import sys
import tempfile

CONTENTS = '''
import logging

logging.basicConfig(level=logging.DEBUG,
            format='%(asctime)s %(levelname)-8s %(message)s',
            datefmt='%a, %d %b %Y %H:%M:%S')

class AboveInfoFilter(logging.Filter):
    def filter(self, record):
        return record.levelno > 20

def add_file_logging (logger, logfile):
    logger.setLevel(logging.DEBUG)
    handler = logging.FileHandler(logfile)
    handler.setLevel(logging.DEBUG)
    logger.addHandler(handler)
'''

def make_helper_module():
    tempdir = tempfile.mkdtemp()
    helper = os.path.join(tempdir, 'myhelper')
    os.mkdir(helper)
    fn = os.path.join(helper, '__init__.py')
    with open(fn, 'w') as f:
        pass    # make empty file
    tools = os.path.join(helper, 'tools')
    os.mkdir(tools)
    fn = os.path.join(tools, '__init__.py')
    with open(fn, 'w') as f:
        f.write(CONTENTS)
    return tempdir

tempdir = make_helper_module()
sys.path.insert(0, tempdir)

from myhelper.tools import add_file_logging

logger1 = logging.getLogger('myLogger1')
logger2 = logging.getLogger('myLogger2')

class Worker(object):
    def set_logger (self, logger, logfile):
        logger.setLevel(logging.DEBUG)
        handler = logging.FileHandler(logfile)
        handler.setLevel(logging.DEBUG)
        logger.addHandler(handler)

    def run(self):
        self.set_logger(logger1, os.path.dirname(__file__) + "logger1.log")
        add_file_logging(logger2, os.path.dirname(__file__) + "logger2.log")

def main():
    worker = Worker()
    worker.run()
    logger1.info('Hello, ')
    logger2.info('world!')
    td = sys.path.pop(0)
    shutil.rmtree(tempdir)
    print('logger1.log contains:')
    with open('logger1.log') as f:
        print(f.read().strip())
    print('logger2.log contains:')
    with open('logger2.log') as f:
        print(f.read().strip())

if __name__ == '__main__':
    main()

When run, produces
Mon, 03 Jun 2013 19:29:49 INFO     Hello,
Mon, 03 Jun 2013 19:29:49 INFO     world!
logger1.log contains:
Hello,
logger2.log contains:
world!

Which seems reasonable.