text:
Q: How to implement multiple nested navigation in listview? So basically I have to implement a list with certain topics where each topic has a list of subtopics that is to be implemented on a different page and each sub-topic when clicked displays its respective display page. Now the list of topics and subtopics is huge...so is there any easier way to implement this navigation system rather than creating a new page for everything? Here's the code of the topic list I have created which takes data from the json format.

Expanded(
                      child: ListView.builder(
// scrollDirection: Axis.horizontal,
                          itemCount: cryptoData.length,
                          itemBuilder: (context, index) {
                            return Container(
                              padding: EdgeInsets.fromLTRB(20, 10, 16, 0),
                              height: 100,
                              width: double.maxFinite,
                              child: Card(
                                shape: RoundedRectangleBorder(
                                  borderRadius: BorderRadius.circular(10),
                                ),
                                elevation: 5,
                                child: Container(

                                  child: Padding(
                                    padding: EdgeInsets.all(7),
                                    child: Stack(children: <Widget>[
                                      Align(
                                        alignment: Alignment.centerRight,
                                        child: Stack(
                                          children: <Widget>[
                                            Padding(
                                                padding: const EdgeInsets.only(
                                                    left: 5, top: 5),
                                                child: Column(
                                                  children: <Widget>[
                                                    Row(
                                                      children: <Widget>[
                                                        cryptoIcon(
                                                            cryptoData[index]),
                                                        SizedBox(
                                                          height: 10,
                                                        ),
                                                        // Spacer(),
                                                        cryptoChange(
                                                            cryptoData[index]),
                                                        SizedBox(
                                                          width: 10,
                                                        ),
                                                        SizedBox(
                                                          width: 20,
                                                        )
                                                      ],
                                                    ),
                                                  ],
                                                ))
                                          ],
                                        ),
                                      )
                                    ]),
                                  ),
                                ),
                              ),
                            );
                          }),
                    ),

And here's the json format

import 'package:flutter/material.dart';

class CryptoData {
  static final getData = [
    {
      'image': "assets/images/card1.png",
      'change': 'English',
      'changeValue': '24 Chapters',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Moral Education',
      'changeValue': '32 Chapters',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Maths',
      'changeValue': '11 Chapters',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Hindi',
      'changeValue': '22 Chapters',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Computer Science',
      'changeValue': '10 Chapters',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Sanskrit',
      'changeValue': '103 Cards',
    },
    {
      'image': "assets/images/card1.png",
      'change': 'Social Studies',
      'changeValue': '12 Chapters',
    },
  ];
}

A: If you are having huge list of data its better to implement different page with ListView.builder widget.

redpajama_set_name: RedPajamaStackExchange


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\section{Introduction}

Many open source software products have been successful in recent years, which have led to an increased interest from the industry to investigate how the development practices could be introduced in a corporate environment and take advantage of the benefits seen in open source projects. Such practises include e.g. universal access to project artefacts \cite{Lindman08}, early and frequent releases, and ``community'' peer-review \cite{Gurbani06}.

Mistrik et al.\ \cite{Mistrik10} address how closed development organizations could benefit from open source practices as an area where further research is needed. Though studies conducted so far are quite limited, several success stories \cite{Wesselius08}, \cite{Gurbani06}, \cite{Dinkelacker02}, \cite{Lindman08}, \cite{Riehle09} can be found of large corporations adopting open source development.

The phenomenon of adopting these development practices in a corporate environment has in research been called \emph{inner source} \cite{Stol11}, \cite{Gaughan09}, \emph{community source} \cite{Taft09}, \emph{corporate open source} \cite{Gurbani06}, \cite{Gurbani10} and \emph{progressive open source} \cite{Dinkelacker02}.
In this report we have chosen use the term inner source, as described by Stol et al.\ \cite{Stol11}.

The changes required when adopting inner source in a corporate environment led Gurbani et al. \cite{Gurbani10} to suggest two different methods to effectively manage inner source assets; an infrastructure-based model and a project-based model.

In the infrastructure-based model, the corporation provides the critical infrastructure that allows interested developers to host individual software projects on the infrastructure, much like SourceForge\footnote{\url{http://www.sourceforge.com/}} or Github\footnote{\url{http://github.com}} does with open source projects. Platforms like these, also known as forges  \cite{Riehle09},can be resembled as a component libraries where each project represents a component of different abstractions, e.g. modules, frameworks or executables. Developers can browse between the components and use or contribute to those they wish.  The reuse of software can be considered opportunistic or ad hoc and there is no limitation on the number of projects to be shared within the organization. Success stories include cases from SAP \cite{Riehle09}, IBM \cite{Sabbah05}, HP \cite{Dinkelacker02} \cite{Melian08} and Nokia \cite{Lindman08}.

In the project-based approach the software is managed in a project, instead of as a long-term infrastructure. Gurbani et al.\ \cite{Gurbani10} describe how an advanced technology group, or a research group funded by other business divisions in a corporation takes over a critical resource and makes it available across the organization. This team is often referred to as the ''core team'' and is responsible for the project and the decision making. Philips Healthcare \cite{Wesselius08} and
Alcatel-Lucent \cite{Gurbani10} are two documented cases where this variant has been adapted.

In order to asses the applicability of inner source on an organization, Stol \cite{Stol11} developed a framework. This framework is based on reviewed literature and a case study of a software company referred to as ``newCorp''. Though the framework focuses on project-based models, it is based on success factors and guidelines described in both project-based and infrastructure-based case studies.
The framework consists of 17 elements divided into four categories; Software product, Development practices, Tools and infrastructure, and Organization and community. The elements can be found in the left column of Table \ref{SummaryChart}.

Adopting inner source requires significant effort and change management, which is one reason why it may be of interest to start on a smaller scale before investing globally. However, this requires an understanding of how inner source can be implemented on smaller teams and what parts that can be implemented and evaluated.

This study is focused towards the latter and aims to contribute theoretically by using a new way of assessing the applicability of inner source, identifying key benefits and challenges as well as synthesising a solution that addresses the organizations needs.

The outline of this paper is as follows. In Section 2 the research methodology is presented and the results are presented in Section 3. The results are discussed and further analysed in Section 4, expected implications of an introduction of inner source is also discussed. The validity of the conducted research is presented in Section 5 and the research results are summarized in Section 6.

\section{Methodology}
This research is of a problem-solving nature and conducted as a case study with an exploratory strategy approach \cite{Runeson12} \cite{Yin02} \cite{Robson02}. The case company is experiencing problems in regards to its reuse of code and overall efficiency. The hypothesis is that the concept of inner source, as described earlier, can help the organization manage these issues.

The organization was observed in order to further define the problem. Then it needed to be assessed whether inner source would fit the organizations or not, and what the challenges would be. Based on the findings, the parts of inner source suitable for the organizations needs were synthesized in a requirement specification describing a technical infrastructure together with an organizational context and work process.

This improving approach can be compared to that of action research. However, this study has focused on the initial parts and proposed a solution. This is yet to be implemented and evaluated. I.e. the complete change process is yet to be observed. Due to limitations in time for the researchers and organizational conditions of the case company, this is left for future research.

\subsection{The case company}
An international software development firm, hereby known as ``the case company'', has been chosen for this study. The case company has a division based in a local office in Sweden which specializes in rapid software development and deployment of projects where the customers seek a combination of high quality and a fast release.

The scope is limited to the local division, though a network of corresponding divisions is established globally. The division of interest is divided into two teams with similar set-up and structure. Each team consists of 20-25 engineers including developers, testers and project managers.

Reuse today within the division is insufficient, which was one reason that the organization was interested in the topic. Knowledge of modules and functions developed within the projects are spread orally and physically in an unstructured manner which causes redundant work and loss of information.

\subsection{Case study steps}
The data collection and analysis was carried out as outlined in Figure~\ref{fig:methodology}, and described below.

\begin{figure}
\vspace{-5pt}
\begin{center}
\includegraphics[scale=0.65]{method}
\caption{Overview of data collection and analysis}
\label{fig:methodology}
\end{center}
\vspace{-20pt}
\end{figure}

\subsection{Situation analysis}
A situation analysis was conducted with the objective to describe and somewhat explain the current situation at the company.
The main goal was to gain an understanding of how work is conducted within the organization and can be seen as an observational part of the research.

Qualitative data was collected by studying documentation at the case company and by interviewing a sample group.
The criteria for selecting people in this phase were that they should: there should be representatives from different areas, with different work tasks, to get a good variation of answers; have some work experience, within this or other companies; and be available for interviews.

In total 9 individuals were interviewed which included 4 project managers/technical leaders/senior back-end developers, 2 senior front-end developer, 1 junior front-end developer, 1 junior back-end developer, and 1 service manager.

The interviews were semi-structured with about 20 questions prepared in advance. The interviews covered areas such as the experience, roles and responsibilities of the interviewee, the interviewees' view on how work is carried out today, the interviewees' opinion about the ideas of inner source at the
case company, and the interviewees' previous experience of new technology introduction. The opinion about the possibility of introducing inner source at the case company was of course an important part of the interviews.

All interviews were recorded with the permission of the participants. During the interviews, one of the authors acted as an observer, focusing on taking supporting notes. The notes were clarified directly after the interviews and written down in an interview summary.

The interview data was then analysed using an editorial approach (e.g.\ \cite{Runeson12}), meaning that the categories and statements for characterizing the reasoning in the interviews were not to a large extent predefined.

The framework presented by Stol \cite{Stol2011}, with some modifications to suit the company, were then used to evaluate the compatibility of the company to adopt inner source.

\subsection{Specification of requirements on technical and practical support}
To define the technical infrastructure, related context and practices, a requirement specification was chosen because it is a natural approach within the software industry to describe a desired solution. The requirements specification is not presented here, although an overview of the domain can be found in Section \ref{OverviewTechnicalSolution}, and more information is provided in \cite{thesis}.

Several methods were used in order to elicit requirements from all levels of interest, e.g. stakeholder analysis, additional interviews, and a series of focus groups.

\subsubsection{Stakeholder analysis.}
A stakeholder analysis (e.g. \cite{Lauesen02}) was used to map all of the stakeholders and elicit their different areas of interest. It is important that everyone with a stake in the product gets to contribute their view, goals and wishes concerning both functional and non-functional requirements in order for the final product to get a corporate wide approval.

Stakeholders were identified amongst developers, project- and service managers, team managers and corporate representatives. The analysis was based on material from the interviews held in the situation analysis, complemented by the focus group meetings and a longer interview with the case companys' former CTO.

\subsubsection{Focus groups.}
As it became clear early on in the case study that stakeholders had different opinions and priorities, this technique was considered appropriate. The incentive was to create an understanding between stakeholders in addition to identify problems and gather ideas and opinions in a structured manner \cite{Lauesen02}. The other objective of the focus groups \cite{Kontio04} was to elicit requirements for a substantial part for the proposed solution. Three areas with different themes were therefore identified on which the focus groups were based upon: Reuse of code and knowledge; Tools and functionality; Time, sales strategy and incentives.

With these themes the authors regarded to have covered all relevant aspects of the product. Several subtopics were then identified around which the discussions were held.

The focus groups were carried out in 1.5 hour sessions. Focus groups 1 and 2 were both split into two sessions, while focus group 3 was carried out in one single session. The sessions were moderated by one of the two first authors, whilst the other documented by audio recording and taking supporting notes.

Each session had a brief list of subtopics where participants were allowed to briefly describe bad experiences and focus more on the ideal usage and functions.
Post-it notes were used by the participants to record their opinions, where considered appropriate by the authors. These were then collected by the moderator and presented for a joint discussion. The discussions also included different aspects of risk,
cost and benefits of the proposals. Where different opinions were present, a collective prioritization of the ideas was conducted and motivation to the priorities encouraged by the moderator. The sessions concluded with a summary by the moderator.

\section{Results}
In this section the results are presented.

\subsection{Situation analysis} \label{SituationAnalysis}
As recognized before, reuse today within the division is seen as insufficient. It mainly happens by a ''mouth-to-mouth'' spread of what has been developed before and where it can be found. That is, there is not sufficient systematized knowledge available on what software is available for reuse. Certain
modules and functions, which are commonly used, risk being re-developed. For example, one interviewee stated

\begin{quote}
''We could benefit a lot from having our own demo site or basic platform, including common modules, that projects can be based on.''
\end{quote}

and

\begin{quote}
''I use standard modules that are needed in projects that I sometimes know that someone else has done in another project or that I have done myself in another project and thereby I can use it. In other cases, we are not aware of it. Especially when a new developer enters [a project] who has not been around for so long and do not know what is available.''
\end{quote}

This also raises potential for a common framework that can be used as a standard template in many of the projects. An apparent need for a platform facilitating reuse exist, since redundant work is conducted. Some solutions are however considered too customer specific in order to be reusable in other projects. Two other important aspects are time and budget. These two factors are tightly knit together. The time set for documentation is seldom used for this specific purpose. Transfer of knowledge in general is a subject that needs to be incorporated in the day-to-day work process in every project. There is little or no time between projects for project feedback and knowledge transfer. Time estimations are tight in order to win customer deals and chargeable coverage is of high priority, leaving limited time for internal improvements.

Concerning standardized tools, a common set of collaborative tools are in place, which also is positive from an inner source perspective, including an application lifecycle management tool (TeamForge\footnote{\url{http://www.collab.net/products/teamforge}}) which is under evaluation. There is also an open discussions ongoing in the case company, and willingness to change exist, even if time is a restraining factor for internal improvements. It is possible to identify classes and functions for reuse, but the extraction may be very time consuming. Concerning maintenance, there are little or no time between projects and development projects are generally transferred to maintenance projects after acceptance test.

There are some aspects that require extra effort if the case company choose to work with inner source.
Modularization of code is needed, which may require training. Also, requirements are project-specific and are mainly set at the start of the project, but also constantly evolving in each sprint.
However, the most important issue is probably about code ownership. The customer is the owner of the code, which may result in constraints on what can be reused. Another issue is related to communication. Developers sit closely together and are unlikely to benefit from ``open'' communication. Communication with customers is desired to be closer and steered away from e-mailing.

\begin{table}[htbp]
\begin{center}
\label{SummaryChart}
\caption{Summary chart of findings from interviews in relation to inner source practises. Elements based on framework by Stol \cite{Stol2011}}
\scalebox{0.8}{
\begin{tabular}{|p{3cm}|p{12cm}|}
\hline
\textbf{Element} &\textbf{Findings from interviews}\\
\hline
\multicolumn{2}{|l|}{\textbf{Software product}} \\
\hline
Runnable software &Classes and functions can be identified from previous projects, but the extraction may be very time consuming.\\
\hline
Needed by several project groups &There is potential for a common framework that can be used in several projects. An apparent need for a platform facilitating reuse exist, since redundant work is conducted.\\
\hline
Maturity state of the software &Constantly evolving techniques and modules for customer-specific solutions. \\
\hline
Utility vs simplicity &Some solutions may be too specific for the project in order to reuse. \\
\hline
Modularity &Modularization of code is needed, which may require training.\\
\hline
\multicolumn{2}{|l|}{\textbf{Development practices}} \\
\hline
Requirement elicitation &Requirements are project-specific and are mainly set at the start of the project, but also constantly evolving in each sprint. \\
\hline
Implementation and quality control &Agile, sprint-driven development, planned per sprint. The level of competence in and knowledge of the process used varies. Senior developers review junior developers informally. Because of insufficient unit testing, quality can sometimes be an issue. Testing is to some extent ''bazaar-like'' and peer-testing is performed as much as possible. \\
\hline
Release management &Frequent releases, after each sprint. Customers are provided with prototypes. \\
\hline
Maintenance &Little or no time between projects. Development projects are generally transferred to maintenance projects after acceptance test.\\
\hline
\multicolumn{2}{|l|}{\textbf{Tools \& Infrastructure}} \\
\hline
Standardized tools &Common set of collaborative tools are in place, though older projects remain using older tools. Freedom to select tools locally.\\
\hline
Infrastructure for open access &Projects are archived in a traditional folder structure. A project platform for distributed development has been initiated and is under evaluation. \\
\hline
\multicolumn{2}{|l|}{\textbf{Organisation \& Community}} \\
\hline
Work coordination &Developers are assigned tasks. In order to control that the correct tasks are prioritized, developers may switch between projects. Better overview desirable.\\
\hline
Communication &Developers sit closely together and are unlikely to benefit from ''open'' communication. Communication with customers is desired to be closer and steered away from e-mailing.\\
\hline
Leadership and decision making &Discussions are considered open and inputs appreciated. Evangelists and/or core team needed to take responsibility for a common framework. \\
\hline
Motivation and incentives &A lack of time is the biggest concern. Attractiveness of the tool also considered a critical success factor.\\
\hline
Open culture &Open discussions and willingness to change exist, though time a restraining factor for internal improvements.\\
\hline
Management support &Budget constraints a concern. Chargeable occupancy important. Plan for incorporating activities related to reuse in the sales strategy needed.\\
\hline
\multicolumn{2}{|l|}{\textbf{Additional factors}} \\
\hline
Project feedback and knowledge sharing &More feedback on a division level desirable to improve knowledge sharing across projects. \\
\hline
Project initiation &Dependent on a few individuals because of expertise needed to set up projects. \\
\hline
Code ownership &The customer is the owner of the code, which may result in constraints on what can be reused. \\
\hline
\end{tabular}
}
\end{center}
\end{table}

\subsection{Overview of technical infrastructure}
\label{OverviewTechnicalSolution}
This section presents the results from the specification of requirements and the definition of technical support for the case company. The domain for the technical solution consists of the forge, the users of the forge, and the system administrator within the studied division of the case company. The systems for the running customer projects, as well as the documentation of old projects, are outside the domain. The forge includes a component library with a component project view for each shared component, see Figure~\ref{ContextDiagram}.

\begin{figure}
\begin{center}
\includegraphics[width=\textwidth]{ContextDiagram}
\caption{Context Diagram}
\label{ContextDiagram}
\end{center}
\vspace{-20pt}
\end{figure}

\subsubsection{Components.}
All components are stored in a component library.
A search function allows the user to find a component of interest. There are two types of components that can be shared, project-based components and open components.

Project-based components require administration by a core team that is responsible for the maintenance and development of the component.
All users can access the components but the core team may restrict the user's rights to make any changes.
Different types of components that have been identified as project-based components are Product, Framework and Templates.
\begin{itemize}
\item \textbf{Product:} A basic solution that is ready to be sold to the customer, or to be customized. This type is a long term idea and though the forge provides the infrastructure to share this component, special requirements to support this type of component will not be further considered in this project.
\item \textbf{Framework:} A framework for the most commonly used modules. The framework would be used to have an initial set of modules that are reusable and can easily be implemented in a new project. A core team decides what goes into the framework and makes sure the framework is up to date and of the required quality.
\item \textbf{Templates:} Documentation templates developed by a core team in order to facilitate the documentation process.
\end{itemize}

Open components do not need any administration or anyone responsible for the development of the component.
No quality or generalization requirements exist to share these components and the creator is not responsible for any maintenance or further development.
Modules and Classes, and Knowledge Base are types of components identified as open components.
\begin{itemize}
\item \textbf{Modules and classes:} Modules and classes that have been used in projects. The size and complexity of these components may vary and may be more or less suitable to reuse.
\item \textbf{Knowledge bas:} User guides for commonly performed tasks, tutorials, lessons learned from previous projects, common errors etc.\ that could be helpful in future projects.
\end{itemize}

\subsubsection{Users.}
The identified user types are all employees with access to the forge. They can be divided into three groups:
\begin{itemize}
\item \textbf{General user:} Developers reusing and contributing to components. The general users have full rights to open components and limited rights to project-based components.
\item \textbf{Core team member:} Project-based components have at least one core team member. The core team members have full access to its components and are responsible for maintenance, support and further development of that component.
\item \textbf{System administrator:} The system administrators is responsible for the technical support and maintenance of the forge.
\end{itemize}

\subsubsection{Component project view.}
The component project view is unique and scalable, dependent of whether the component is open or project-based. Generally, users should be able to browse between the different versions of the component and read what changes that has been made by whom. Once the user has chosen a version of the component, a snapshot should be available for download. The user can then start investigating the component and see if it matches his expectations and requirements. If the user wishes to contribute, e.g report a bug or suggest a new feature this should be possible through an issue tracker or a by submitting a comment. The user can also choose to make the change by him or herself by accessing the code through the configuration management interface.

For project-based components specifically, it is up to the core team members to decide and configure how they want the component to be managed and accessed to other users. The creator of the component is automatically assigned the role as a core team member. This individual can add additional users to the core team when appropriate. The component can be free for everyone to see and download or may be restricted to an individual or groups of users. This is to allow different levels of core team responsibility depending on the criticality of the component.

Depending on the core team's preferences and the conditions of the component, different processes can be used. A general option in open source development and closely linked to project-based inner source is that users have free access to the communal component project view where they can share information, communicate and access the repository but with reading rights exclusively. They are free to make change/feature requests and bug reports, but all changes and features made by themselves are sent in as deltas via the configuration management interface. These deltas can then be reviewed by the core team and either be sent back or implemented into the component repository. With this way of working, core team members have full control of what goes into the component and that re-factorizations needed are done properly.

\subsection{Work process}
The level to which inner source is adopted depends on the organization and can be done in various ways. This Section aims to provide an organizational context to the technical solution and discuss how to adopt inner source practices within the studied division, based on the situation analysis, the requirement elicitation and findings from the literature.

\subsubsection{Development practices.}
As described in Section \ref{OverviewTechnicalSolution}, the domain does not include the customer projects. Hence, the introduction of inner source, as proposed here, will have a low impact on the development practices used. Collaborative development is used to some extent and under improvement with the introduction of TeamForge (TF), which would benefit the implementation process of the forge.

It was revealed in the situation analysis, that the quality of the code is an issue from time to time. Hence, it is relevant to take advantage of the quality benefits associated with inner source. Clear visualization of ratings and issues as well as test- and review results for each components is therefore an important aspect. That way, quality can be improved both directly on the specific component and indirectly by allowing developers to gain skills through the identification of errors.
A drawback of ratings, anticipated by the team, is that it can be misleading. Users who have tested or reviewed the component may have done this to different extents why their conception of the component may vary. This is why additional information such as tagging, rating, comments and descriptions are considered important so that whole experiences are reflected and potential users can get a fair comprehension of the component.

Alignment between the different projects is important to the team. A framework is considered to improve alignment of the development from project to project through a communal set of components, optimizing the initiation process and facilitating for developers to enter a new project.

\subsubsection{Organization and community.}
To complement the technical aspect of adopting inner source in the division, organizational aspects as well as community building are discussed in this section. Though the general organizational structure does not need to change, some effort on all levels is required to adapt to the new conditions and create business value from the initiative.

With the solution proposed, a volunteer approach to the work coordination related to open and project-based components will be used, in contrast to assigned tasks. To encourage contributions, sharing open components does not require any further responsibility from the creator, nor a leadership or decision making structure. The motivation is to limit the responsibility of the creator, decrease dependency on individual developers and enable assets to be highly dynamic.

Regarding the project-based components, there is a need for coordination and management since these components are of a more business critical character. Depending on the complexity of the component, the amount of resources needed by the core team may vary. For a critical asset such as a framework, the core team members need to have deep technical knowledge as well as an understanding of the business- and delivery models.

An incentive and motivational structure was identified in literature as essential for users to be attracted to the forge. From a management perspective, there is a wish to acknowledge the competent developer and the platform could be used as a tool for doing so. However, it is required to put some thought into what is being measured, to prevent that rewards, if any, are not misleading, nor cause negative implications for contributing. Additionally, it demands of the technical solution to provide these measures on an individual developer level in a simple manner for the manager to extract.

The individual developer may be motivated to contribute by the rewards and acknowledgement of management, but motivation is also a highly cultural matter that needs to be incorporated in the working environment. Developers as well as managers and technical leaders, encouraging each other to contribute and to use the forge, foster awareness and integration of the solution in the day-to-day work. The need for an ``evangelist'' has been described in both literature \cite{Dinkelacker02} \cite{Sabbah05} and the situation analysis, Section \ref{SituationAnalysis} as essential for the success of an inner source initiative. This important role is hence to be chosen carefully and early on in the initiation process in order to push the projects forward.

As described by Wesselius, \cite{Wesselius08}, one of the limiting external factors of inner source development is overall profitability. That is, that the group should not optimize its own profits at the expense of the company's total profitability. By constantly retaining an awareness of what exists on the forge and the quality of it, individuals with responsibility for sales can adapt their estimates to presumptive customers. This cross-divisional dependency calls for a communication and discussion between the different internal stakeholders. Planning and development of the assets on the forge is of communal interest since it benefits the whole company.

\section{Expected implications}
It is found that the investigated case has good potential for adopting inner source. The division has plenty to gain by adopting the open source practises on which inner source is based, e.g.

\begin{itemize}
	\item Improved reuse of code and solutions to complex problems \cite{Lindman08}, \cite{Dinkelacker02}, \cite{Sabbah05}, \cite{Gurbani06}, \cite{Gurbani10}, \cite{Wesselius08}, \cite{Stol2011} \cite{Morgan11}
	\item Improved quality of code and general level of knowledge amongst developers \cite{Riehle09}, \cite{Sabbah05}, \cite{Martin07}, \cite{Gurbani06}, \cite{Gurbani10}
	\item Creation of a framework to standardize and shorten initiation process of new projects  \cite{Dinkelacker02}, \cite{Martin07}
	\item Better visibility and spread of information and knowledge \cite{Lindman08}, \cite{Dinkelacker02}, \cite{Sabbah05}, \cite{Stol2011}, \cite{Morgan11}
	\item Higher margins for tender processes \cite{Martin07}, \cite{Gurbani06} \cite{Gurbani10}, \cite{Wesselius08}, \cite{Stol2011}, \cite{Morgan11}
\end{itemize}

Emphasis should be on these benefits in the planning and evaluation processes to keep focus on what the organization want to achieve with the system.

In order to receive these benefits and prosper from them, several challenges has to be overcome. Stol et al.\ \cite{Stol11} have identified numerous challenges, and there are some of special concern to the case company, e.g.
uncertainty about the quality of a component,
awareness of the library content,
finding the right component,
motivating developers to contribute,
commitment in terms of devoting time for the developers to contribute,
and
costs of creating modular and generic components.

\section{Validity}

The interviews were analysed based on the compatibility framework developed by Stol in \cite{Stol2011}. The framework has not been evaluated before by others than the author, but was developed based on an extensive literature study and case study within the subject performed by Stol et al.\ \cite{Stol10} \cite{Stol11}. For this case study it was considered a valuable tool for structuring the findings from the interviews from an inner source perspective.

Since this is an individual case study, it can not be established if the technical solution and recommendations are applicable to other case companies. Additionally, the solution proposed has yet not been implemented, nor evaluated. The authors consider the solution to be an option for similar size of development teams, being a small company or part of a larger company that want to experiment with the adoption of inner source on a smaller scale before making significant investments. Evaluation of the solution would be needed in order to investigate what challenges the solution truly impose as well as the benefits similar organizations can expect to gain.

The main measures taken to improve the validity (e.g. \cite{Runeson12}) in the case study can be summarized as follows.

\emph{Prolonged involvement} was achieved since the two main authors spend most of their working time at the premises of the case company during a time period of about 4 months. The fact that the researches spent so much time there and that they were able to build a network of interested engineers in the  organization made it possible to have relevant discussions about the results, and also to get access to required data.

\emph{Peer debriefing}, meaning that fellow researchers comment on the results was achieved by having the third author reviewing the findings and research methodology during the research without being actively involved in the day-to-day data collection.

\emph{Member checking}, in this case meaning that engineers at the
case company can review findings were achieved by having regular discussions about the results with the members. In particular there were one person who acted as contact person and main discussant part during the study.

\emph{Audit trails} were achieved by recording all interviews and
taking extensive notes during data collection phases.

\section{Conclusion}
\label{conclusions}
Several potential benefits and expected challenges for the case company have been identified. One of the main advantages of inner source, as perceived by the case company, is the possibilities it offers for reuse of code and other artefacts.

In order to address the challenges seen in introducing inner source, this case study has proposed a technical infrastructure, presented in form of a requirement specification, together with an adapted working process and organizational context. The infrastructure forms a collaborative platform where knowledge and code can be shared in form of components, and where people can interact according to the principles of inner source.

Two types of components were identified in order to address the types of data which the case company wishes to share internally. Project-based components which are, to some extent, to be seen as business critical and demands supervision by a core team. This can be related to the concepts of project-based inner source as identified by Gurbani et al. \cite{Gurbani10}. The other type, open components, relates in some parts to the concept of infrastructural inner source. It can also be compared to a combination of a knowledge base and a code snippet library. This type of component can in general be anything of general interest and creator is not obligated to any support or maintenance of it.

During this research the framework of Stol \cite{Stol2011} was used as a framework in the analysis. We can conclude that this framework was useful for us during this purpose, and we believe that it includes relevant factors. It can also be noticed that the concept of project-based and open components \cite{Gurbani10} is useful when formulating the support needed in the organization.

The division studied within the case company possesses potential for the application of inner source and if successfully applied, it can bring several rewards to the organisation by optimizing its resources. An eventual future implementation is yet to be studied.

Since this study has focused on one case, it cannot be generalized to other organization by default. Many of the findings though, can be of value to other cases where smaller teams and organizations are investigating the opportunities to introduce inner source, which is an area for future research.

\subsubsection*{Acknowledgments.} The authors would like to express their gratitude to all the people at the case company for supporting the research and participating in the study. This work was partly funded by the Industrial Excellence Center EASE - Embedded Applications Software Engineering, (\url{http://ease.cs.lth.se}).

\bibliographystyle{plain}

redpajama_set_name: RedPajamaArXiv


Nerds! If you have successfully parsed the faith equation, leave a comment to stand for all ages as a monument to your abounding nerdity.
I haven't taken Java or studied it's syntax, but I do get the gist of what it says (minus some of the object oriented stuff - haven't taken that yet either).
Var f, e, and t are all variables that are declared and will be used in the actual program processing.
If faith is less than trustworthiness and experience is greater than faith then faith equal faith plus the sum of the experience minus faith..... and so on.
The href's are hyperlinks that refer to their respective selection clauses (if then else statements).


text:
Mysterious UFO spotted hovering over beach in Weston-super-Mare
The strange black shape was photographed earlier this year...
James WoodReporter
What do you make of this strange object in the sky? (Image: Laird Wayne Stevens / @wAyNe118118 / Twitter)
A mysterious unidentified flying object (UFO) has been spotted hovering over a beach in Somerset.
The strange black circle was photographed earlier this year by Laird Wayne Stevens who had been on holiday in Weston-super-Mare.
Mr Stevens said he only noticed the strange shape on his photograph recently (November 26), having originally taken the photograph in August.
Posting the photograph to twitter, he said: "UFO over Weston-super-Mare lol."
If you think you know what created the strange shape let us know in the comments below.
Somerset and the surrounding areas are certainly no stranger to UFO sightings.
A UFO was captured on video circling over Cley Hill in Warminster , a supernatural hot spot.
Tasha Colliss and her husband took the video on Friday, September 29 at around 7.45pm from her kitchen window.
She said: "I spotted it from our home in Haygrove Close, Warminster. Our kitchen window overlooks Cley Hill.
"We have never seen anything like this before ."
Somerset UFO sightings
Bradbury Rings crop circle surprise
These have no rational explanation
UFO sighting EXPLAINED
UFO sightings in Somerset
This is not the first mysterious UFO to have been captured on video circling over Cley Hill.
An unidentified flying object was spotted by Frome resident Jeremy Le Fevre in August . He had been travelling home after performing with the Frome Street Bandits at the Cheese and Grain Rum Festival.
Upon spotting the strange object he took a moment to watch the unusual movements of the light .
He said: "I had never seen anything like it before . It really caught my eye. It went on for quite some time before flying off into the distance towards Longleat.
"It was emitting green and red colours. It looked to me like it could have been fireworks attached to a drone. It's still very much unidentified though."
Nigel Vile, a local rambler, regularly goes on walks around the area.
Speaking of the hill, he said: "Some experts have gone as far as to describe the nearby town of Warminster as Britain's UFO capital on account of a phenomena first encountered in the mid-1960s that became known as the 'Warminster Thing'.
"Strange noises were heard in the skies above the town, and an equally strange shimmering light was observed in the vicinity."
Even earlier in the year another UFO had been videoed circling over Cley Hill.
The video showed streaks of light circling over the National Trust owned land in Corsley.
The resident who took the video believed the streak of light could be a UFO.
Speaking to Somerset Live, he said: "I took this video from my house in Frome last night (May 29). It was over the Cley Hill area I think, which is always a hotspot for UFOs"
"Probably a drone with a fancy flame effect tail or something. It's been spotted a few times locally."
It eventually emerged that the streak of light had in fact been created by a stunt plane belonging to nearby acrobatics group AeroSparx.
The innovative display team performs dazzling acrobatic displays with fireworks attached to the tips of their wings.
This could provide some answers to Jeremy's video. Although the object he videoed remains unidentified.
Cley Hill can be found just off the A36 heading towards Longleat.
It is more than 800ft in height and is surrounded by relatively flat agricultural land. At the top of the hill are the remains of a Bronze Age hillfort that encloses two round barrows.
Have you seen UFOs in and around Somerset before? Let us know. Get in touch using james.wood@westgaz.co.uk
Cheese and Grain

redpajama_set_name: RedPajamaCommonCrawl


The Concert in the Park at Peppertree Park on July 29, 2015 is "Pettybreakers," a Tom Petty tribute band. Join us at this Tustin Auto Center- sponsored event. Peppertree Park is located at 230 W. First Street, Tustin, CA 92780.


text:
Your PLA
Provincial Liberal Associations
Statement from Mitzie Hunter, MPP Scarborough-Guildwood, on the Ontario Child Advocate
"The Conservative government's first chance to explain to Ontarians what their fiscal plan was for the future of this province contained the most damaging cuts to independent officers we have ever seen.
The Ontario Child Advocate is one of them.
The Ontario Child Advocate listened to vulnerable youth in Ontario who needed help. This government is turning its back on the youth of this province in a move to undermine the past Liberal government and avoid oversight and accountability.
It is ruthless to try to save money on the backs of vulnerable children.
Black, indigenous and LGBTQ2 youth in this province need the protections offered by the Ontario Child Advocate.
Youth in care of children's aid societies and youth with disabilities need the protections offered by the Ontario Child Advocate.
The Ombudsman's Office is a highly respected and critically important body; however, it cannot be all things to all people. The Ontario Child Advocate listened to vulnerable youth in a way nobody else was able to do. This is the specific and vital role of the office.
Premier Ford has publicly stated his government is proud to admit when it is wrong – I think I speak for the young people who gathered outside of Queen's Park earlier today when I say they should do the right thing and reinstate the Ontario Child Advocate so youth who need help the most have someone to turn to."
Your New Engagement Coordinators
Last month at our AGM we shared some exciting news – five new volunteer roles have been created to strengthen…
Statement by Michael Gravelle on Bombardier's Layoffs in Thunder Bay
Statement by Michael Gravelle, MPP Thunder Bay-Superior North "Bombardier's decision to make massive lay-offs at its Thunder Bay manufacturing plant…
Interim Leader John Fraser's statement regarding Bombardier layoffs in Thunder Bay
Statement from Interim Leader John Fraser: "My heart goes out to the workers and their families who learned today of…


Lyon, Jn. 2 Gt. Richmond Street and 24 Rose hl.
Liverpool Dairy Company 11 Hope St./136 Granby St./147 Wavertree Rd.
Nevitt, William Thomas 45a North Hill St. and 98 Pecksniff St.
Wakefield, Thomas 28/30 Sir Howard St. and 3 Bk. Blackburne St.


A few months ago I got to spend three days in Nashville with three of my coworkers while we attended a conference for work, and we were blessed to have a little time for sightseeing in between sessions! We definitely made the most of our time there. I loved it and want to go back soon with Eric! Prior to this trip, I had only driven through once to stop and eat, so it was fun to explore!
Nashville is a very artistic city, and not just because of the country music, but also the painted murals around every corner. I couldn't resist taking photos in front of every one!
Here's a rundown of my favorite things we ate, saw and did!
We drove straight from the airport to Pancake Pantry. I highly recommend this place as it ended up being my favorite meal of the entire trip! You wait outside in line (there were 25-30 people in front of us) but it went much quicker than we anticipated; we were seated in 25 minutes and had excellent service. Plus, if you are waiting in line with several people you can take turns running into the nearby boutiques. So yummy!
The Pharmacy is a burger parlor and beer garden in East Nashville. They claim to be Nashville's best burger year after year. It was not my favorite burger ever but the chocolate malt was delicious!
Hattie B's Hot Chicken kept getting recommended to us, so we squeezed it in on our last day. I liked that you could mix and match the spice levels (I had chicken tenders in mild and medium but preferred the mild). It's a very casual place where you order at the counter and find your own table.
Saint Añejo was our last meal and probably my second favorite. But then again, tacos and queso are my favorite foods!
12 South is a fun street of shopping, restaurants and treats that we ended up visiting twice. A lot of the shops were spendy but it was fun to just look. Five Daughters Bakery was a highlight — they are known for their 100 Layer Doughnuts and I totally get the hype! And of course, always a stop at Jeni's Splendid Ice Creams!
The Gulch is another fun area full of of shops, restaurants and photo opps. This area is near the Broadway District but has a much different vibe!
Grand Ole Opry: We did a super quick stop to see the Grand Ole Opry (we didn't go inside or do a tour). The whole complex was a little confusing! Who knew it's right next to a huge shopping mall?
The Parthenon (located in Centennial Park) totally blew me away. It is a full-scale replica of the temple in Athens, Greece. So pretty!
For many, a Nashville visit isn't complete without a trip to the Broadway District. I had been there before and it's not really my scene, but it's kind of fun for a quick walk-through to hear live music in each bar as you mosey down the sidewalk. I also had my first Uber experience after it started raining on us!
Next time, I'd love to walk the John Seigenthaler Pedestrian Bridge, eat at Burger Up and grab a cookie from Christie Cookie Co. It's honestly worth a trip just for another doughnut!
What's your favorite thing to do, eat and see in Nashville?


text:
Home/Interview/INTERVIEW: Latvian Defence Minister Artis Pabriks
INTERVIEW: Latvian Defence Minister Artis Pabriks
Latvia hopes to find new opportunies for further cooperation in the field of defence with "close partner" Turkey, the country's Defence Minister Artis Pabriks said.
"We have already taken the first important steps for further cooperation in the field of defence with the signing on the Memorandum of Understanding on Defence Industry Cooperation between Latvia and Turkey, which will facilitate further cooperation between both country defence industries, especially in areas of research, development, joint procurement," Pabriks told Turkish Defence News in an exclusive interview.
The minister added the deal between the two countries will act not only as a way of bringing industries together, but also as a potential pathway to further bilateral cooperation in other areas.
"…we are pleased that a key NATO ally has the capacity and desire to closely cooperate with Latvia in this field," he said.
Early June this year, Pabriks paid a visit to Turkey, where had a "fruitful and positive discussion" about the current regional security issues and Latvia-Turkey defence industry cooperation with his Turkish counterpart Hulusi Akar.
During his visit, Pabriks also visited Turkish defence companies and was informed about Turkish drones.
'Appreciate role of Turkey's defence industry'
"Members of the Turkish defence industry have been highly successful in establishing themselves as durable and reliable partners for both the private and public sectors. My visit to Turkey allowed me to further appreciate the role that the country's defence industry has played in strengthening regional security by continuing to evolve and solidifying itself as the backbone of the military prowess our NATO ally."
"In this regard, it is of importance to note that numerous products offered by the Turkish defence industry representatives have been put through a 'trial by fire' in recent years, where we have had an opportunity to take into account their performance and operational capabilities in the context of real-life battlefield conditions," the minister said.
He added Turkish defence industry offers a diverse range of various solutions, saying: "These solutions continue to be created and adapted to suit the needs of individual users around the globe, whilst also keeping the ever-changing geopolitical situation in mind."
About Turkey's Bayraktar drones, the minister said Latvia considers the company to be "very competent, professional" and its unmanned vehicles – great value for any army.
"However, taking into account the operational requirements of the Latvian defence industry, particularly security of supply, the involvement of the local industry in possible future cooperation projects will be crucial," Pabriks added.
Read More: Turkey, Pakistan sign deal to enhance drones


Sisyphus, for his deeds in life was sentenced to an eternity of rolling a massive boulder up a mountain, only to reach the top and have the boulder roll back down. The Greek gods felt that there would be no worse punishment than to endure an eternity of futile and fruitless labor.
Fast forward a few millennia, and many of us can sometimes find ourselves in a Groundhog's Day cycle of workouts and meal plans. The repetition can sometimes cause us to lose our focus and commitment. When the PR's don't come quite as often as they used to or the pounds aren't coming off like we hoped. We all go through this at some point. For some its enough cause to "fall off the wagon". We wonder what its worth. We workout and workout. Endless numbers of reps and endless number of practice. Double Under attempts, Muscle ups attempts. Working to add just one more pound to that PR or that second off our time. Is it all for nought?
We get caught up in all the numbers and records that we lose sight and forget to embrace the process. If we can learn to enjoy the process, the progress will come. When we think about Sisyphus we think about the burden of pushing the rock, but what about those moments when he reaches the top? The boulder reaches its apex and then rolls and returns to the foot of the mountain. What about that moment? Is it a moment of despair at watching the boulder fall or a moment of peace in knowing that you have achieved and you are now unburdened as you descend the mountain and prepare to achieve again.
If we imagine our workouts as our mountain and our boulder we can readily identify ourselves with Sisyphus. Enduring the labors only to finish knowing that we will once again have to do it again tomorrow. But it is not fruitless. We have achieved. We will achieve again. Regardless of how well we performed we have brought another task to completion. Even in the middle of our workouts, we have these moments. Finishing a set of thrusters and then walking to the pull-up bar, we have climbed a mountain and have a moment of peace and joy as we complete a task and then prepare for the next.
Too often we forget to take pleasure in these moments. We workout for an hour a day and we still must strive to enjoy the remaining 23 hours knowing that tomorrow the task starts again. Scale the mountain, and remember to take a moment to enjoy the view, then rebuild your resolve on the walk down. The task never gets easier, you just get better.
So what is your relationship with the mountain? Can the struggle be your joy?
One of the reasons I'm able to keep pushing the boulder to the top of the mountain is that I'm not alone. My Crossfit buddies are there alongside me pushing their own particular, chasing their own particular PR or goal. That sense of shared pain and experience helps me get through the workout day after day.
Call it the "psychology of shared discomfort" or simply "misery loves company", but people tend to be able to endure a lot more when they can identify with someone have the same struggles. Attitudes are infectious, so if one person can maintain a Positive Mental Attitude it can inspire others managing their own burdens. Sometimes the best thing that a coach can do is have an unrelenting positiveness for their athletes.


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Ridge boy soccer advances to SCT quarterfinals
The No. 8 Ridge boys soccer team defeated No. 9 Somerville 4-1 in the Somerset County Tournament
Ridge boy soccer advances to SCT quarterfinals The No. 8 Ridge boys soccer team defeated No. 9 Somerville 4-1 in the Somerset County Tournament Check out this story on mycentraljersey.com: http://mycj.co/1LovVTm
Lauren Knego, @laurenknego Published 8:11 p.m. ET Oct. 10, 2015
Soccer(Photo: Getty Images)
BERNARDS With a berth in the Somerset County Tournament quarterfinals at stake on Saturday, the eighth-seeded Ridge High School boys soccer team came to play.
The Red Devils (6-6) capitalized on almost every opportunity and defeated ninth-seeded Somerville 4-1 to earn a date with the top-seeded Pingry School next weekend.
"Offensively today I thought for the first half we were a little bit shaky, but second half we got rolling and we started to put some balls in the back of the net," Ridge senior Brent Thomas said. "I think our combination play got a lot better on the wings and overall I think we really put out a good one."
Ridge struck with its first goal with 25:38 left in the first half when Thomas corralled a ball that the Pioneers (2-10) were trying to clear and sent it up and under the crossbar for a 1-0 lead.
Fifteen minutes later Somerville scored an own goal while trying to defend to put the Red Devils ahead 2-0. The Pioneers almost got one back with under two minutes to play in the first half when AJ Quade took a free kick from about the 18-yard line but the ball hit off the cross bar.
Ridge kept its offense going in the second half when senior Justin Dahlberg scored on an assist from senior Kyle Brady. Brady sent the ball across the goal where Dahlberg took the shot from about the 15 and sent it up and over Somerville goalie Will Sokol and into the left upper corner for a 3-0 advantage.
"We came out, I think we played hard and really closed them down," Brady said. "We started out a little soft physcially but I think in the second half we really started to command the 50/50 balls and I think that's where we're at our strongest, get the ball out wide and when we get up the field fast it works a lot better for us."
Less than two minutes later the Pioneers got one back. Reilly Brenn took the ball up field, beat his defenders and sent a laser past Ridge goalie Mike Ardiff for a 3-1 game.
Both teams kept battling but it was the Red Devils that were able to capitalize one last time. Somerville was called for a foul with 12:36 to play, awarding Ridge an indirect kick at the top of the box. Brady got the first touch and sent a short pass to Colin Morrisey who sent it into the net for the 4-1 final.
Somerville had a couple of other chances to score, including one with 25:44 left in the game but Ardiff, who made four stops, made the save and sent the ball over the goal.
"I think we just needed to keep our shape, keep our defensive center mids in front of us and mark those people making runs, and I think we did a decent job of doing that, watching runs," Morrisey said of the defense.
Sokol made five stops for Somerville.
Ridge, which has won its last four games, will face the reigning Somerset County champion Pingry next weekend in the quarterfinals. The two teams have already met this season, with the Big Blue (7-2-1) taking home a 3-0 victory on Sept. 24.
"I think we're just finally starting to mesh, we had a lot of missing pieces at the beginning of the season, a lot of injuries keeping guys out," Brady said. "We're almost back to fully healthy now and everybody's starting to click on the chemistry. We were switching up formations for a little, and I think we finally figured out what we need to do."
Staff Writer Lauren Knego: lknego@gannettnj.com


Epson XP-340 driver & software (Recommended) for you, download free drivers and software full setup for Linux, Mac, Windows PC/Laptop/computer/Desktop epson official website.
The excess download Epson XP-340 support on the official site (https://epson.com/Support/sl/s) is to get the new file, or the files of the old version, and certainly safe to install. accurate file with the right choice for system support, will give good results, for printing on the Epson XP-340.
Will then be taken to the main page, and you need to select the operating system to install the Epson XP-340 support on your Desktop, make sure that you actually have to correctly distinguish the 32 bit or 64 bit. the following screenshot in choosing the operating system.
I was choosing one operating System, I chose a good time to give a download link XP-340 drivers and software for you. So the right choice for Epson XP-340 You sure that Recommended to install. with file Recommended Epson Drivers + XP-340 Utilities Combo Package, in his complete available for Epson XP-340 there is a Printer Driver, Scanner Driver + EPSON Scan Utility, Easy Photo scans, Event Manager, Print CD, Software Updater Installer Network.
The tips I give to the epson XP-340 is just the requirement in General. ie download XP-340 drivers & software.
The XP-430 prints, duplicates, and also scans, but does not fax. The tilt-up control panel houses a 2.7-inch non-touch color LCD, flanked by a four-way controller with a main OK button, plus buttons with symbols for residence, start, and also backspace. The flatbed scanner can check or duplicate at up to letter dimension. The XP-430 does not have an automated record feeder (ADF) for scanning or copying multi-page files ignored. A memory-card viewers accepts cards in the SD family members.
You could attach the XP-430 to a computer through USB, to a network by means of 802.11 b/g/n Wi-Fi, or make a direct peer-to-peer connection with a suitable gadget with Wi-Fi Direct. It is Apple AirPrint compatible, Mopria-certified for easy printing to Android gadgets, and sustains Google Cloud Publish. It likewise sustains the collection of Epson Attach software options including Email Publish, Epson iPrint, Epson Creative Print, Epson Remote Print, and Epson Check To Cloud. I checked the XP-430 over a USB link with the driver set up on a Windows COMPUTER.
Text top quality in our screening was slightly above par for an inkjet, fine for many home, institution, or service correspondence but except just what we would certainly expect for resumes or other documents with which you want to produce an excellent aesthetic perception.
Graphics top quality was par for an inkjet, sufficient for business consume to as well as including PowerPoint handouts, although I would hesitate to provide to vital customers or customers I was looking for to impress. I discovered moderate banding, a routine pattern of pale striations, in the backgrounds of several of our test images.
Picture top quality was typical for an inkjet. Prints tended to be on the light side, with some loss of information in brighter locations, and also I noticed some posterization-- sudden shifts in color where they ought to be steady. It did well in protecting the blackness of a monochrome print. As a whole, print quality was about exactly what we would certainly expect from drugstore prints.
Epson doesn't price quote cost-per-page figures for its printers, however based on the price and yield numbers of their most cost-effective cartridges, the running costs work out to 6.2 cents per monochrome page and 17.5 cents per color web page. This is significantly greater than the 4.7 cents per monochrome page and 13.7 cents each color page, You could conserve some money by buying a set of Epson's extra-large cartridges in a four-pack, but also doing that, the running expenses for the XP-430 are still around 10 percent above those of the.
Makers need to sacrifice some functions in order to construct a sub-$100 MFP. Missing from the Epson Expression XP-430 Small-in-One are Ethernet, an auto-duplexer, an ADF, fax abilities, as well as a USB port for thumb drives. A lot of these noninclusions are office-centric, making the XP-430 strongly geared towards individual usage. (If you require of a budget MFP mostly for home-office work, you need to consider the Brother MFC-J470DW, our Editors' Choice MFP for that role). The XP-430's small dimension is something that establishes it apart. which preserves its Editors' Choice as a spending plan home MFP partially on the toughness of its outstanding output quality. The XP-430 can still be your finest selection if you require an MFP for a tight space.
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With the development and automation the robotics market, a large number of different robots manipulators of different configurations and perform a huge array of different works.
the technical characteristics of the equipment used will allow for accurate deployment of the installation and removal of the workpiece. The fixture allows removal and installation of parts and workpieces, thereby reducing the auxiliary time. The mechanism is driven using a piston to which air is supplied, pneumotion has output and input ,which enables the compression — decompression of the sponges. Cylinder is fixed on the rail ,transmitting the translational motion to the gears that transmit movement to the guides.
the Device is semienclosed.In the chamber of the piston is installed sleeve, which promotes repair of the suitability of this site.
Mounting shafta to implement on a robot with a flange.
Check the tightness of connections.


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Miguel Andrade v. K2NY, Inc. et al., Case No. 1 :14-cv-02979 - Borrelli & Associates, P.L.L.C.
On May 12, 2014, Lead Plaintiff Miguel Andrade on behalf of himself and those similarly situated filed a collective action lawsuit in United States District Court - Eastern District of New York vs. his former employer, K2NY, Inc. and "John Doe." Mr. Andrade worked for Defendants as a plumber and alleges that throughout his two-year employ, he worked between six and seven days per week with shifts that varied from nine-and-one-half hours to sixteen hours per day, for a total of fifty-seven to ninety-three hours per week. Defendants did not pay Mr. Andrade the proper minimum wage, overtime wages for hours over forty hours worked per week, or pay him on time in violation of New York Labor Law, New York Compensation Codes Rules and Regulations and the Federal Fair Labor Standards Act. Additionally, on one such occasion when he complained about not being paid that month, his employers retaliated against him for his complaint and unlawfully terminated him. If any person worked for the business named in the lawsuit as a Defendant during the time period of May 12, 2008 – May 12, 2014 or has information that may be relevant to this case, contact Borrelli & Associates, P.L.L.C. as soon as possible through our website, or by phone: (516) 248-5550, (516) ABOGADO, and (212) 679- 5000.


Welcome to the Rocky Mountain Yeti Jackson parts department, where you'll find a well stocked inventory of OEM Chrysler, Dodge and Jeep auto parts. Quality is our guarantee!
If you have any further questions, you can call our knowledgeable parts staff at 307-264-5618. We'll be glad to assist you.


Family members of an Earlsboro man murdered in Pottawatomie County in 1983 traveled to Oklahoma this week and are pleading for anyone with information in the unsolved case to contact authorities.
The family of Paul Richard Jones visited the Pottawatomie County Sheriff's Office and met Undersheriff Travis Palmer, who keeps the thick case file for the decades-old homicide case in his office.
Jones was 20 years old when he was found stabbed to death at his home. His wife, Melody (Garton) Jones, 19, disappeared.
For 32 years now, the homicide and missing persons case has remained unsolved.
Palmer hopes publicizing the case once again might bring new tips and leads that could help deputies solve the mystery.
"I want to solve this case … somebody knows something," Palmer said. "Guilt is a terrible burden to carry. There is no way this murder was carried out without someone knowing, being involved or helping."
Some of Paul's family members, who now live overseas, agree that after nearly 33 years, anyone with information should come forward.
"I think of Paul every day and hope his case gets solved," said Paul's mother, Marge Jones.
While there have been many changes in administration at the sheriff's office since 1983, Palmer said the case file has had more than a dozen investigators working on it over the years. With no new leads in quite a while, the undersheriff hopes new tips might provide the missing piece of the investigative puzzle.
According to news archives, on May 4, 1983, Melody (Garton) Jones spent the day fishing with her family. Her 18-year-old brother gave her a ride home and dropped her off at the rural Earlsboro home she shared with her husband. He reportedly saw the door ajar with lights on inside.
On the morning of May 5, 1983, Melody didn't show up for work at the Dairy Queen in Seminole. Her mother, now deceased, went to Melody's home and discovered her son-in-law's body. Melody wasn't there, but all of her personal belongings, including her purse and eyeglasses, were found inside. The couple's car was parked in the driveway.
The home, which has long since burned down following a grass fire, was located one-half mile west of SH 9A on Benson Park Road.
At that time, Paul Abel was the sheriff of Pottawatomie County. His office, along with the Oklahoma State Bureau of Investigation, probed the case as a murder and kidnapping, news archives show. Deputies searched the area around the home on foot and horseback, covering 160 acres, while a search by helicopter covered a 6-square-mile area. They found no sign of Melody or any clues.
Melody Jones, who would be 51 years old today, is listed online in the NameUS Missing Persons database.
In recent years, remains found as far away as Kentucky have been ruled out as possibly belonging to Melody, the undersheriff said.
Palmer, who said it's possible after all these years that someone's conscience might weigh on them, hopes anyone with information about this case will contact him at (405) 275-2526, ext. 111.


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James A. Garfield Birthsite Named A Stop on The Ohio Presidential Trail
Moreland Hills, Ohio (February 5, 2019) – Just in time for President's Day, TourismOhio, in partnership with the Ohio History Connection, today launched the Ohio Presidential Trail on Trails.Ohio.org. The 13-stop trail invites travelers to find history here in Ohio by highlighting homes, libraries, museums and monuments that tell the life stories of eight U.S. presidents elected from Ohio.
"Given the enthusiasm around Ohio Adventure Trails, we saw an opportunity to partner with the Ohio History Connection to showcase Ohio's amazing collection of presidential sites" said Matt MacLaren, director of TourismOhio. "Presidential sites are perfect places to visit with children, friends and family because there is so much history to enjoy and learn together strengthening personal connections across generations."
Stops on the Ohio Presidential Trail include:
William Henry Harrison Tomb, North Bend
William Howard Taft National Historic Site, Cincinnati
U.S. Grant Birthplace, Point Pleasant
U.S. Grant Boyhood Home & Schoolhouse, Georgetown
Warren G. Harding Home & Memorial, Marion
Rutherford B. Hayes Presidential Library & Museum, Fremont
Garfield Memorial at Lake View Cemetery, Cleveland
James A. Garfield National Historic Site
James A Garfield Birthplace, Moreland Hills
Hiram College (Garfield and his wife met there), Hiram
William McKinley Presidential Library & Museum, Canton
National First Ladies' Library, Canton
National McKinley Birthplace Memorial & McKinley Birthplace Home, Niles
"It is exciting to have the Ohio Presidential Trail shared on Trails.Ohio.org to help more people discover and experience Ohio's presidential history," said Burt Logan, Ohio History Connection Executive Director & CEO.
The Ohio Presidential Trail is part of TourismOhio's trails campaign, encouraging travelers to find their new favorite adventure with the travel inspiration provided on Trails.Ohio.org.
About TourismOhio
TourismOhio, operating within the state of Ohio's Development Services Agency, works to ensure Ohio is positioned as a destination of choice, enriching lives through authentic travel experiences. The branding Ohio. Find It Here. supports Ohio's $44 billion tourism industry. For more, visit Ohio.org.
About Ohio History Connection
The Ohio History Connection, formerly the Ohio Historical Society, is a statewide history organization with the mission to spark discovery of Ohio's stories. As a 501(c)(3) nonprofit organization chartered in 1885, the Ohio History Connection carries out history services for Ohio and its citizens focused on preserving and sharing the state's history. This includes housing the state historic preservation office, the official state archives, local history office and managing more than 50 historic sites and museums across Ohio.
About James A. Garfield Birthsite Park and Replica Cabin www.mhhsohio.org
Here at the birthplace of the 20th President, James A. Garfield, what images come to mind as we recall the scenes of his boyhood. Visit the replica log cabin which was erected using the late President's diary as a reference and enjoy a short walk through the woods to the original documented site where a farmer's son began his noble history.


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Solutions Journalism
Paralegal, first-time candidate seeks Montgomery City Council seat
Carlton Avery will run for the Montgomery City Council seat in District 1, which is currently held by Richard Bollinger.
Paralegal, first-time candidate seeks Montgomery City Council seat Carlton Avery will run for the Montgomery City Council seat in District 1, which is currently held by Richard Bollinger. Check out this story on montgomeryadvertiser.com: https://www.montgomeryadvertiser.com/story/news/politics/2019/04/03/paralegal-first-time-candidates-seeks-city-council-seat-east-central-montgomery/3352608002/
Brian Edwards, Montgomery Advertiser Published 1:57 p.m. CT April 3, 2019 | Updated 2:54 p.m. CT April 4, 2019
Paralegal Carlton Avery, in his first attempt at public office, wants Montgomery residents to know one thing.
"I don't look at this as a campaign. This is a calling for me. I am an advocate for the citizens of the district," Avery said in an interview the Montgomery Advertiser on Wednesday afternoon.
Minutes after his interview, Avery called the Advertiser to reconfirm that point
The born-and-raised Montgomerian said he was called to run for the Montgomery City Council after seeing areas in the city and his district — trash on the streets, trespassers on property, police shortages — that seemed to be regressing.
City Council district 1 candidate Carlton Avery is interviewed in Montgomery, Ala., on Wednesday, April 3, 2019. (Photo: Jake Crandall/ Advertiser)
More: As 64,000 of Montgomery's workers drive in, the city's money drives out
"I felt helpless at times. I made various calls to people, couldn't get a call back," he said. Eventually, he took solvable issues, like the trash on the streets, into his own hands and cleaned up where he could. For the others, Avery said a city council spot would allow him to address issues that residents in the city and district are facing.
Avery will run against Councilman Richard Bollinger, who has held the seat since 2011. Bollinger originally announced his intention to run for an open Alabama House of Representatives seat but found he was ineligible Wednesday morning and said he would refocus on being elected to the city spot.
More:Bollinger learns he can't run for Alabama House because he lives outside district
Avery described himself as pro-business, saying he wants to increase incentives for mom-and-pop-type shops in the city. Local businesses like that, Avery said, can help fill empty buildings that dot the whole city's landscape.
The council hopeful also said he would be interested in exploring an occupational tax, which previous studies have shown would raise millions in new revenue for the city. With additional funds, the city could hire more police, Avery said, incentivize businesses and deal with the longstanding issues it faces.
More: City reaches goal of demolishing 435 dilapidated buildings, but work remainst
City Councilman Richard Bollinger during a Montgomery City Council work session at city hall in Montgomery, Ala. on Monday August 21, 2018. (Photo: Mickey Welsh / Advertiser)
"These are not new issues. We have to take a more aggressive approach to resolving them. … Blight that is not a new issue. Crime that is not a new issue," Avery said, adding that it can be done by adding new voices with more "aggressive approaches."
If elected, Avery said he would focus on his district but also view the position holistically within the city, because there so much overlap in needs between the different areas of the city. To be successful, he said that would mean forging relationships with other council members and whoever the newly elected mayor would be.
Some changes, like hiring more police officers if revenue is increased, could have an effect literally overnight, Avery said.
"This mediocrity that we work within, we need to do away with," he said. "This is the capital of the state. We should lead the state. ... We have the ability to lead the state."
More: City eyes more competitive salaries for public safety officers
Read or Share this story: https://www.montgomeryadvertiser.com/story/news/politics/2019/04/03/paralegal-first-time-candidates-seeks-city-council-seat-east-central-montgomery/3352608002/
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The Flux Pull-On from Rab is a close fitting mid-weight top that can be used as a warm base layer or light mid layer for cold weather active pursuits. This zipped pull-on is warm, stretchy and very versatile.
The Flux Pull-On is a very versatile top that can be used as an extreme weather next-to-the-skin baselayer or as a lightweight midlayer for more active pursuits such as running and biking.
The fabric used is a single knit jersey polyester with a soft brushed lining. The fabric has a smooth outer face which reduces friction when worn under shell garments and also resists abrasion. The soft brushed lining provides superb insulation and wicks moisture away from the skin to keep you dry when things get sweaty. The fabric is also treated with Polygiene, a naturally occurring antibacterial agent that resists the build up of odour causing bacteria and lasts for the life of the garment. Polygiene is completely safe next to the skin and is environmentally friendly, making the Flux Pull-on perfect for multi day trips.
Featuring a nice long chest zip to help with ventilation and double cuffs with thumb loops to keep your wrists warm even when climbing and scrambling.
This versatile top is superbly comfortable to wear and works brilliantly under waterproof shell garments thanks to it's friction free fabric.
Double cuff with thumb loops.


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How to Hook Up an RV Satellite Dish to DirecTV
••• satellite dish image by steveinnz from Fotolia.com
How to Hook Up a TV in an RV
How to Wire a Boat's Ignition Switch
By Chris Moore
Many RVs come with satellite dishes installed, and these dish antennas should work with the DirecTV satellite system. Connecting your RV dish to DirecTV is very similar to connecting it in your home. The biggest difference is the mounting of the antenna. In most cases, you should only mount and secure the dish temporarily for when the vehicle is parked. The same rules about an unobstructed view of the southern sky still apply.
Mount and secure your satellite dish's position on either the roof or a tripod mount on the ground. using its mounting bolts and your wrench. The exact position of the dish antenna can vary depending on your vehicle's exact location.
Choose a location for the receiver. The DirecTV receiver can come in different sizes, and many fit within one of your RV cabinets. You also may be able to mount it to a wall using mounting brackets and screws.
Connect a length of coaxial cable to the receiver's input port. RG-59 cable will work if you have a short distance from the dish to the box. If it goes past 25 feet for any reason, try RG-6.
Linkt the receiver's cable to the one connected to your dish antenna. If the RV has a wall cable connector, connect the dish cable to the outer port and the receiver's cable to the inner port.
Route the cables through a window if you don't have the aforementioned wall jack. Connect the two cables using a double-coaxial port adapter.
Connect the receiver's output to the TV set. This can be done with RG coaxial, RCA composite, component or HDMI cables, depending on what the receiver and TV can take. The TV cabinet should have a hole to route the cables through.
Once you connect the dish, you can turn on the set and go to the DirecTV menu to get the exact coordinates for your location, and adjust the dish's position accordingly.
Satellite TV for your RV
DirecTV Dish Manual
Chris Moore has been contributing to eHow since 2007 and is a member of the DFW Writers' Workshop. He received a Bachelor of Arts in journalism from the University of Texas-Arlington.
satellite dish image by steveinnz from Fotolia.com
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