For the first time, civilian pilots and crews now operate what the Air Force calls "combat air patrols," daily round-the-clock flights above areas of military operations to provide video and collect other sensitive intelligence.
Civilians are not allowed to pinpoint targets with lasers or fire missiles. They operate only Reapers that provide intelligence, surveillance and reconnaissance, known as ISR, said Air Force Gen. Herbert "Hawk" Carlisle, head of Air Combat Command.
"There are limitations on it," he said. The contractors "are not combatants."
Nonetheless, the contracts have generated controversy within the military.
Critics, including some military lawyers, contend that civilians are now part of what the Air Force calls the "kill chain," a process that starts with surveillance and ends with a missile launch. That could violate laws barring civilians from taking part in armed conflict.
The use of contractors reflects in part the Pentagon's growing problem in recruiting, training and retaining military drone pilots for the intensifying air war against Islamic State militants in Iraq and Syria. It is several hundred short of its goal of 1,281 pilots.
The contractors are Aviation Unmanned, a small, 3-year-old company based in Addison, Texas, and General Atomics Aeronautical Systems Inc., a far-larger firm based in Poway, outside San Diego, that is the only supplier of armed drones to the Pentagon.
A redacted Air Force document approving the classified contract with Aviation Unmanned notes that the "lack of appropriately cleared and currently qualified MQ-9 pilots is a major concern."
The five-page document, dated Aug. 24, says the company will provide pilots and sensor operators for government-owned Reapers to help respond to "recent increased terrorist activities."
A similar document, dated April 15, approved a classified contract to lease a General Atomics-owned Reaper and ground control station for a year and to hire the pilots, sensor operators and other crew members needed to fly and maintain it.
The Reaper "is needed immediately" for surveillance and reconnaissance, the document states.
Both documents black out the cost, as well as most details of the missions and sensors involved.
The Reaper is a larger, heavier and more powerful version of the better-known Predator. Both are made by General Atomics.
Most are controlled from ground stations at Creech Air Force Base, near Las Vegas, command hub for Pentagon drone operations in Syria, Iraq, Afghanistan, Libya, Somalia, Yemen and elsewhere around the globe.
An Air Force spokesman denied that the use of contractor pilots blurs traditional lines of military responsibility in a combat zone.
"Planning and execution of these missions will be carried out under the same oversight currently provided for military aircrews, and the resulting sensor information will be collected, analyzed, transmitted and stored as appropriate by the same military intelligence units," the spokesman, Benjamin Newell, wrote in an email.
General Atomics employees also provide logistics support, software maintenance, flight operations support, aircraft repair, ground control and other work on most Air Force drones. The company was paid more than $700 million over the last two years for those services, according to Air Force records.
A General Atomics spokeswoman, Kimberly Kasitz, said the privately owned company had no comment for this article.
Aviation Unmanned executives did not respond to repeated phone messages and emails over the last week.
The little-known Aviation Unmanned was founded by a former Reaper pilot and instructor, and it provides aircraft, training and operations in support of commercial and government contracts, according to its website.
The Pentagon's reliance on contractors is a relatively recent phenomenon. In 1991, the vast U.S.-led force that pushed Iraq's troops out of neighboring Kuwait in the Persian Gulf War was nearly 100% military personnel.
That changed dramatically as the Pentagon cut its force, and weapons systems became more sophisticated. By 2010, the number of contractors in Iraq and Afghanistan had surpassed the number of U.S. military personnel and federal civilian employees, records show.
The use of drones began in 1995 when the Pentagon used a Predator to gather intelligence during the Balkan wars. Their success persuaded Air Force commanders and intelligence officials to embrace the new technology.
Today, nearly every airstrike or special forces ground raid in Iraq and Syria relies on live video or data from electro-optical infrared cameras, wide-area radars and other high-tech sensors on drones.
How fully civilians should participate is a matter of intense debate in the Air Force.
A lengthy article in the 2013 Air Force Law Review, a publication of the judge advocate general's office, contended that over-reliance on contractors in a combat zone risks violating international law that prohibits direct civilian participation in hostilities.
It cites a Predator missile attack that killed 15 civilians in central Afghanistan in February 2010. Although the military piloted and operated the drone, the decision to fire a Hellfire missile "was largely based upon intelligence analysis conducted and reported by a civilian contractor."
"It is imperative that Defense Department contractors not get too close to the tip of the spear," the author, Maj. Keric D. Clanahan, warned.
The combat air patrols flown by drones involve six steps in the kill chain: Find the target, map the location, track its movements, aim a laser to pinpoint it, fire the missile and assess the damage.
"The more closely related an activity is to the kill chain, the greater the likelihood the activity should be barred from contractor performance," he wrote. The article urged the Pentagon to "only allow military personnel to serve as aircraft pilots and … sensor operators."
In an interview, retired Air Force Gen. David A. Deptula, who was deputy chief of staff for intelligence, surveillance and reconnaissance, said he did not believe contractors are in danger of crossing the line into a combatant's role.
"Weapons deployment only involves less than 2%" of drone missions," he said. Most flights provide aerial surveillance or intercept and analyze electronic emissions from the ground.
But William D. Hartung, director of the arms and security project at the Center for International Policy, a left-leaning think tank in Washington, warned that there is a thin line between tracking an individual or vehicle and firing a deadly missile.
"The best way to avoid this slippery slope is to prohibit any use of contractors to fly any mission involving drones," he said. "Military aircraft should be flown by military personnel, period."
Mary Ellen O'Connell, a professor of international law at the University of Notre Dame, also expressed alarm at the growing civilian role.
Military drones should be flown only by those who "wear a uniform [and] are trained in the law of armed conflict," she said.


text:
About / Mission & History / Staff / Board / Employment / Press
Founded in 1973, the Blaffer Art Museum endeavors to further the understanding of contemporary art through exhibitions, publications, and public programs. As the gateway between the University of Houston's Central campus and the City of Houston, Blaffer Art Museum is a catalyst for creative innovation, experimentation, and scholarship. Its exhibitions and programs are free and open to the public, create community through dialogue and participation, and inspire an appreciation for the visual arts as a vital force in shaping contemporary culture.
The mission of the Blaffer Art Museum is to create experiences with contemporary art and artists that ignite wonder and curiosity, challenge pre-conceptions, and expand ways of seeing and thinking in order to nourish the human spirit and drive empathy, understanding, and engagement with today's world.
Blaffer Art Museum was named in honor of the late Sarah Campbell Blaffer, a noted Houston art patron and collector. On the occasion of the building of a new $5.3 million Fine Arts Center at the University of Houston, Blaffer, the daughter of William Thomas Campbell, founder of Texaco, and wife of Robert E. Lee Blaffer, founder of Humble Oil (later Exxon), promised major works of art in her collection toward the building of a teaching collection housed at the University. Dedicated on March 13, 1973, the new museum immediately became a vital force in the presentation and promotion of the visual arts in Houston. Assistant Professor of Art Richard Stout served as Blaffer's first acting director, and the museum opened its inaugural exhibition season with a solo show of the controversial work of Texas artist Michael Tracy in September 1973.
From the very beginning, exhibitions of works drawn from the Blaffer Collection were augmented by regular presentations of student and faculty work. In late 1974 William Robinson was appointed as the museum's first full-time director. Under Robinson's leadership, Blaffer exhibited world-renowned artists such as Pablo Picasso and Georges Braque (1976), Edvard Munch (1976), Willem de Kooning (1977), and Frida Kahlo (1978). In 1976, the separate Sarah Campbell Blaffer Foundation initiated a touring exhibition program. The inaugural exhibition, American Abstract Expressionism, included important works by artists Jackson Pollock, Franz Kline, and Willem de Kooning. The program was one of the first of its kind in the nation to underwrite all major exhibition costs, offering exhibitions to museums and universities throughout Texas free of charge.
In 1979, the success of the traveling program prompted the Blaffer Foundation to reacquire the Blaffer Collection from the University of Houston and to take full charge of its care and circulation. The Collection and Foundation are now housed at The Museum of Fine Arts, Houston. Without the burden of caring for a collection of its own, Blaffer's focus shifted to the staging of temporary exhibitions. With a diverse and wide-ranging exhibition program, encompassing all periods of art history, architecture, and photography, the museum secured its status as Houston's most prestigious public university museum.
In 1989, the Blaffer Advisory Board and the University's Board of Regents adopted the mission statement that defined Blaffer's role as a bridge between the University and the general public. It was during this decade that the museum strengthened its commitment to exhibiting a wide range of art in a variety of media by both emerging and renowned artists from around the world, and established relationships with other organizations within the community with shared interests in the spirit of collaboration.
In 2009, Blaffer's Young Artist Apprenticeship Program (YAAP) won a Coming Up Taller Award from the President's Committee on the Arts and the Humanities.
In June 2010, Blaffer changed its name from "Blaffer Gallery, the Art Museum of the University of Houston" to "Blaffer Art Museum at the University of Houston."
In October 2012, Blaffer Art Museum reopened to great acclaim in a newly renovated, state-of-the-art facility designed by WORK Architecture Company (WORKac) on the University of Houston campus with a 20-year survey of the work of contemporary artist Tony Feher.
Today, the Blaffer is a premier non-collecting institution with a history of engaging international contemporary artists who have placed the museum at the center of a global dialogue on the arts and established the University of Houston and the City of Houston as important cultural incubators and destinations. The Blaffer has organized or co-organized wide-ranging solo and group exhibitions that have traveled to major institutions worldwide, including the Museum of Contemporary Art Chicago, the Phoenix Art Museum, the Institute of Contemporary Art Boston, the MIT List Visual Arts Center, Kunsthalle Zurich, deCordova Sculpture Park and Museum, and the Metropolitan Museum of Art, among many others.
Blaffer Art Museum Staff
Steven Matijcio
Jane Dale Owen Director & Chief Curator
smmatijcio@uh.edu
Youngmin Chung
Assistant Director of Exhibitions & Operations
ychung@uh.edu
Cynthia Woods Mitchell Associate Curator
tblackwell4@uh.edu
Katherine Veneman
Curator of Education
kveneman@uh.edu
Colleen Maynard
Executive Administrator
cmaynard@uh.edu
Schuyler Shireman
Assistant Registrar & Installation Manager
skshireman@uh.edu
Susana Monteverde
McGovern College of the Arts
srmonteverde2@uh.edu
Graphic Designer & Social Media Coordinator
ampowers@uh.edu
Blanca Wilson
bwilson5@uh.edu
*Indicates Lifetime Member
Meg Malone, Chair
Cullen Geiselman, Chair
Bennie Flores Ansell
Ingrid Arneberg
Erik Arneberg
Debra Barrera
Katharine Barthelme
Wirt Blaffer
Luke Burns
Sara Cain
Sanford Dow
James Furr
Cecily Horton
Maria Cristina Manrique de Henning
Sallie Morian*
Judy Nyquist
Abigail Owen-Pontez
James Petersen
Nichole Pruitt
Mary Hammon Quinn
Shirley Rose*
Paul Seifert
Carey Shuart*
José Solís
Bridget Wade
Ex-Officio Members
Dr. Andrew Davis
Dean, Kathrine G. McGovern College of the Arts, University of Houston
Professor Beckham Dossett
Associate Dean, Kathrine G. McGovern College of the Arts, University of Houston
Dr. María Gaztambide
Director & Chief Curator, Public Art of the University of Houston System
Professor David Politzer
Director, School of Art, University of Houston
Melissa Noble
Interim Managing Director, Cynthia Woods Mitchell Center Coordinator of Interdisciplinary Initiatives, Kathrine G. McGovern College of the Arts
Thank you for your interest in employment with the Blaffer Art Museum at the University of Houston. Blaffer occasionally offers a range of career opportunities, both part-time and full-time. Full-time positions require specialized education and experience, while part-time positions are generally reserved for students.
The University of Houston is an Equal Opportunity/Affirmative Action Institution. Minorities, women, veterans, and persons with disabilities are encouraged to apply
There are currently no available positions at Blaffer Art Museum.
Student Internships and Work Study
Students have opportunities to work in various capacities of the museum, such as gallery attendants, docents, office assistants, installation assistants, and interns. Blaffer Art Museum welcomes applications for internships in the fall, spring, and summer semesters. Please contact the applicable department at the university or college you attend to find out if academic credit is available. To learn more about the docent or intern program, please contact Katherine Veneman at kveneman@uh.edu.
Students participating in the work study program have the opportunity to learn on the job as gallery attendants, installation assistants, or office assistants. For more information or questions regarding or student gallery attendant positions, please contact Blanca Wilson at bwilson5@uh.edu or visit Blaffer's front desk. For temporary installation assistant positions, please contact Schuyler Shireman at skshireman@uh.edu.
120 Fine Arts Building
infoblaffer@uh.edu
Wed-Sun, 12:00pm-5:00pm
Mon-Tues, Closed
Wed-Sun, 12pm-5pm
©2020 Blaffer Art Museum at the University of Houston. All rights reserved.
School & Group Tours

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text:
Home :: Comics and graphic novels by genre / category. :: Joss Whedon
Filter Results by: All Manufacturers DARK HORSE COMICS IDW Publishing Marvel Comics Panini Publishing Ltd Titan books Items starting with ... A B C D E F G H I J K L M N O P Q R S T U V W X Y Z 0 1 2 3 4 5 6 7 8 9
ANGEL & FAITH VOL 01: LIVE THROUGH THIS [(W) Christos N. Gage (A) Rebekah Isaacs, Phil Noto (CA) Dan Jackson, Steve Morris]
(W) Christos N. Gage (A) Rebekah Isaacs, Phil Noto (CA) Dan Jackson, Steve Morris Angel has made bad choices in his life. Most recently? While...
0 9781595828873 DARK HORSE COMICS 0.29
ANGEL & FAITH VOL 02: DADDY ISSUES [(W) Christos N. Gage (A) Rebekah Isaacs, Chris Samnee (CA) Dan Jackson & Various]
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ANGEL & FAITH VOL 03: FAMILY REUNION [(W) Christos N. Gage (A) Rebekah Isaacs & Various]
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ANGEL & FAITH VOL 04: DEATH & CONSEQUENCES [(W) Christos N. Gage (A) Rebekah Isaacs (CA) Dan Jackson, Steve Morris]
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(W) Christos N. Gage (A) Rebekah Isaacs (CA) Dan Jackson, Steve Morris Angel's quest to restore Giles's life has entered its last stage. As he and...
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(W) Victor Gischler (A) Will Conrad (CA) Scott Fischer Faith's guilty conscience can't resist a Deepscan mission to find missing demon hunter Riley...
1 9781616556013 DARK HORSE COMICS 0.3
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ANGEL SCRIPTBOOK VOL 01
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(W) Joss Whedon & Various (A) Stephen Mooney & Various (CA) Nick Runge Angel: Season Six picks up where the television series left off! Volume 2 of...
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BUFFY THE VAMPIRE SLAYER OMNIBUS VOL 01 [Writers: Joss Whedon, Fabian Nicieza, Christopher Golden, Dan Brereton, Scott Lobdell,
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BUFFY THE VAMPIRE SLAYER OMNIBUS VOL 04 [various]
various Volume Four of the Buffy the Vampire Slayer Omnibus series concludes Buffy's high school career, wrapping up Season Three of the show's...
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Consumer tech brands may get all the love, but there are actually millions of business software that's behind some of your favorite apps and sites.
The latest to join the Palo Altobased startup is Abhijit Tamhane, who was previously with global retailer Target and Salesforce.com, as vice-president of product.
The IPO market is recovering, and that is good. Time will tell, though, if the IPO market has overshot recovery and headed straight into a ditch.
K2 Global, which has built up stakes in Paytm and Saavn over in about two years, is raising another round of 284 million Singapore dollars, following on to the recently closed 257 million Singapore dollars.
Emerging businesses, including technology startups, are increasingly looking at developers as the backbone of their businesses.


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Birth Chart of Lesley-Anne Down, Astrology Horoscope, Date of Birth
Home > Famous People > Birthday: Mar 17 > Birth chart: Lesley-Anne Down > Horoscope
Lesley-Anne Down - Birth Chart
(Leslie Anne Down)
17 March 1954 - 16:15h
GB, United Kingdom
Moon: Vir
ASC: Vir
Lesley-Anne Down - Astrology Birth Chart, Horoscope
Date of Birth (local time):
17 March 1954 - 16:15 (GMT)
Universal Time (UT/GMT):
17 March 1954 - 16:15 (0:00h)
GB, London:
51°30'N, 0°10'W
Placidus
Steinbrecher, Astro.com (A)
(Lesley-Anne Down 2022, 2023 - Biography, Wikipedia info, Astrological Signs)
Date of Birth Mar 17, 1954
Lesley-Anne Down - Filmography - Actor (IMDb.com)
(2016) - The List
(2015) - Of God and Kings
(2015) - Kill Me, Deadly
(2015) - In Extremis
(2015) - Mercenary: Absolution
(2014) - Dark House
(2011) - Rosewood Lane
(2011) - Cinnamon
(2006) - Mercenary for Justice
(2006) - Seven Days of Grace
(2005) - Today You Die
(2002) - After Upstairs Downstairs
(2002) - The 13th Child, Legend of the Jersey Devil
(2002) - You Belong to Me
(2001) - The Meeksville Ghost
(2001) - The Perfect Wife
(2000) - The King's Guard
(1998) - Young Hearts Unlimited
(1997) - Meet Wally Sparks
(1997) - Sunset Beach (TV series)
(1996) - Beastmaster III: The Eye of Braxus
(1996) - The Secret Agent Club
(1995) - Family of Cops
(1994) - In the Heat of Passion II: Unfaithful
(1994) - Death Wish V: The Face of Death
(1994) - Heaven & Hell: North & South, Book III (TV series)
(1994) - Munchie Strikes Back
(1993) - Night Trap
(1992) - Out of Control
(1989) - The Pat Sajak Show
(1989) - Night Walk
(1989) - The Frog Girl
(1988) - Ladykillers
(1988) - Indiscreet
(1987) - Scenes from the Goldmine
(1987) - The Bold and the Beautiful (TV series)
(1986) - North and South, Book II (TV series)
(1986) - Nomads
(1985) - Arch of Triumph
(1985) - North and South (TV series)
(1984) - The Last Days of Pompeii (TV series)
(1982) - The Hunchback of Notre Dame
(1982) - Murder Is Easy
(1981) - Unity
(1981) - Sphinx
(1980) - Don Siegel: Last of the Independents
(1980) - Rough Cut
(1979) - Ve válečném konfliktu
(1978) - The First Great Train Robbery
(1978) - The One and Only Phyllis Dixey
(1978) - Dallas (TV series)
(1978) - The Betsy
(1977) - A Little Night Music
(1977) - Heartbreak House
(1976) - The Pink Panther Strikes Again
(1975) - Brannigan
(1974) - From Beyond the Grave
(1974) - Bedtime Stories (TV series)
(1973) - Scalawag
(1972) - Pope Joan
(1971) - Upstairs, Downstairs (TV series)
(1971) - To Lay a Ghost
(1971) - Countess Dracula
(1971) - Tower of Terror
(1971) - All the Right Noises
(1970) - Sin un adiós
(1969) - Hell House Girls
Lesley-Anne Down - Family and Partner relationships
(*1953) Don E. FauntLeRoy - husband
(*1935) William Friedkin - husband
Other partner relationships:
(*1946) Bruce Robinson
Lesley-Anne Down 2023 - Astrological Charts, Astrology Online
Lesley-Anne Down Astro-Databank - Astro Database Categories
Birthday Mar 17 | 1954 births | Chinese Horse | Life Path 3
Sun in Pisces + Moon in Virgo + ASC in Virgo | ASC 7° Virgo | MC 0° Gemini |
Sun 26° Pisces | Sun in 7th house | Moon 6° Virgo | Moon in 12th house | Mercury 2° Pisces | Mercury in 6th house | Venus 7° Aries | Venus in 8th house | Mars 18° Sagittarius | Mars in 4th house | Jupiter 18° Gemini | Jupiter in 10th house | Saturn 8° Scorpio | Saturn in 3rd house | Uranus 19° Cancer | Uranus in 11th house | Neptune 25° Libra | Neptune in 2nd house | Pluto 23° Leo | Pluto in 12th house |
Saturn Retrograde | Uranus Retrograde | Neptune Retrograde | Pluto Retrograde | Waxing Gibbous Phase 159° |
Lesley-Anne Down, Birth Chart Horoscopes & Signs - Pisces
Your feeling of safety is related to order and clarity, even in emotions. You may have the need to organise everything chaotic and disorganized. Try being more tolerant and accept imperfections of life. You may be terrified to show your dark side, but this can unnecessarily include something that your mother considered unacceptable or something that was denied to you in your childhood. Suppressing healthy, but problematic passions can turn into a hidden inner desire. Great emotional intensity and suppression of natural emotions can lead you into solitude, it is better to trust life and let it run its own way, not everything must be according to your expectations.
People with Virgo Ascendant develop the best through spiritual analysis, discernment and self-criticism. Application of knowledge must be appropriate and consider the benefits that it brings - it must be beneficial to the public. The focus is interest in body and health. It is necessary to carefully select negative experiences in the person´s mind and get rid of them. Beware of obsession with neatness, precision and perfection because the person loses his natural spontaneity.
Pisces Descendant - Partners & Compatibility
Pisces on the Descendant bring you this message: relax, allow things to happen and have fun from time to time. In a relationship, it is necessary to learn to give up something and also to accept something. You must learn to forgive and to open your arms and offer a hug.
If your partner seems useless, unreliable and listless then you should get rid of your criticism and vigilance and learn to understand that there are things between heaven and earth that cannot be measured, classified and validated. If you feel that your partner always needs care and supervision, it is perhaps because you put him in this role. Let go of things and you will see that he is capable of much more then you think.
159°30' (Soli-Lunar Degree)
Lime Tree
People born under the rule of Lime achieve their life goals relatively quickly and easily. It's hard to say why, they are just lucky. They achieve their success even thought they tend to be comfortable and try to organise problem-free life for themselves. They try to avoid conflicts under all circumstances; they never go into direct conflict. They are people of compromise; they are often willing to make big concessions in order to avoid complications. -»
Lesley-Anne Down 2023 - Biography at Wikipedia (Wiki, Age, Birthday)
Lesley-Anne Down - actress
Lesley-Anne Down was born on March 17, 1954 in London, England, United Kingdom
Lesley-Anne Down at:
Houses: (Placidus system)
DC:
MC:
Midpoints:
ASC/MC:
Sun/Moon:


Yesterday 'CBC NEWS' Canada did a segment on Mike Schoger's mum Trudy.
Trudy Schoger died from a heart attack a few hours after taking her first dose of Lundbeck's Cipralex (AKA Lexapro). What people should be aware of is that this drug (as found by a Brussels Court) is the same as Celexa/Cipramil and the same drug that Shane was on. The recent warnings recommend a dose no higher than 40mg's (20mg's for the elderly) due to the risk of heart problems, including death. Tony spoke to a man last month in Dundrum who was still on a 60mg's dose. Doctors differ, patients die!
Not only can this Lundbeck drug cause suicide, depression and aggression; it can also cause sudden death. According to a 'Freedom of Information' response that I received from the Irish Medicines Board, this drug has also been reported to have caused 'intrauterine' death, suicide and sudden death in Ireland.
"She deserved better," said Mike Schoger, an engineer from the Chatham area, whose 75-year old mother Trudy died in December, just hours after taking her first dose of Cipralex.
Citalopram and escitalopram safety update.
Citalopram and Escitalopram: Risk of sudden death and more allegations of Kickback and Bribes.
cipramil (celexa) stories,, lundbeck, Our story., psychiatry, Random, Shanes story.
Mit navn er Leonie, og min søns navn var Shane Clancy. Han dræbte sig selv og en anden ung mand den 6. august 2009. Han havde været på Cipramil i 17 dage.
Han havde ingen voldelig forhistorie, faktisk var der ikke skabt vold i ham, og jeg er overbevist om, at Cipramil fik ham til at begå udåden.
Juryen ved den efterfølgende undersøgelse kom frem til en åben dom (afslog en selvmords dom).
Professor David Healy, der udtalte sig som ekspert vidne under sagen, fastslog helt klart, at dette kan ske for en lille minoritet af mennesker, der kan få en frygtelig reaktion af antidepressiver.
Selv om problemet som sådan kan synes lille, bliver det stort, taget i betragtning at millioner af mennesker verden over behandles med disse præparater.
Efter retssagen om Shane udtalte Lundbeck (producenten af Cipramil) på irsk tv, RTE news, at deres middel ikke kunne være skyld i handlingen, og at der ikke var nogen beviser til støtte for vores klage, til trods for at de i deres produktresumé til lægerne skriver om risikoen for selvmord/drab ved indtagelse af præparatet!
Det irske psykiatri selskab gik i medierne for at underkende eksperternes meninger som spekulative.
Den irske Lægemiddelstyrelse udtalte, at indlægssedlen til patienterne gav tilstrækkelig advarsel, og at det ikke var nødvendigt med en black box advarsel i Irland, ligesom der er i Canada og USA.
Timothy Dinan, der var den mest højrøstede i tilbagevisningen af vores klage, er medlem af Det irske Psykiatri selskab, medlem af den irske Lægemiddelstyrelse og modtager honorarer (betaling) fra Lundbeck…så hvad siger det dig?
Er der tale om korruption?
I have written to lundbeck Ireland and also lundbeck Canada on Aug 8th 2010 but am still awaiting reply. My name is Leonie and my son's name was Shane Clancy. He was 22 before cipramil killed him but you know that already, just as you know the side effects of these drugs. Murder and suicide.
Let me just explain that I know what is going on at Lundbeck and I can also prove it. I have been in touch with John Virapen who worked for you in the Caribbean. His stories of bribing officials and doctors first class trips with all expenses paid to Denmark and corruption in general make for very interesting listening. You will not get away with murdering my son.
I would also be very interested to know if Shane's death was logged as an adverse reaction!
Lundbeck Canada Inc., following discussions with Health Canada, would like to inform you of important safety information regarding the possibility that SSRIs (selective serotonin reuptake inhibitors) and other newer anti-depressants may be associated with behavioural and emotional changes, including risk of self-harm.
The Class warning incorporated in the product monograph of Celexa® (citalopram hydrobromide) is provided below.
POTENTIAL ASSOCIATION WITH THE OCCURRENCE OF BEHAVIOURAL AND EMOTIONAL CHANGES, INCLUDING SELF-HARM.
There are clinical trial and post-marketing reports with SSRIs and other newer anti-depressants, in both pediatrics and adults, of severe agitation-type adverse events coupled with self-harm or harm to others. The agitation-type events include: akathisia, agitation, disinhibition, emotional lability, hostility, aggression, depersonalization.
After a lot of persistance and quite a few phonecalls I eventually spoke to Claus Braestrup who was the CEO OF Lundbeck Copenhagen until 2008 . I was hoping he would tell me whether he knew about the side effects or were they just burying their heads in the sand. While he was polite to me and seemed nice enough, he just kept repeating the same sentence (I'm so sorry, I can't help you). He advised me to contact Lundbeck Ireland which I did and also sent the same e-mail to Lundbeck Canada for good measure.
Could someone answer my question?
My name is Leonie Fennell and my sons name was Shane Clancy. He was on celexa for three weeks when he killed himself and another young man.
He was very sad over a break-up with his girlfriend. He didn't have a violent bone in his body. The jury at Shane's inquest returned an open verdict (rejecting a suicide verdict).
Lundbeck made this statement on RTE..
15th April 2010 – In response to inaccuracies stated today at an Inquest held in the Wicklow Coroner's Court, Lundbeck dispute the evidence given and claims made about Cipramil (citalopram).
It was stated at the Inquest that citalopram may have caused the behaviour and actions of Shane Clancy that resulted in his self-inflicted death, that of xxxx xxxx and the wounding of two other people.
There are trials which show that citalopram has the potential to reduce, rather than provoke, irritability, aggression and violent behaviour. In a trial of patients with schizophrenia, citalopram was shown to reduce aggressiveness in chronically violent patients. In another trial of elderly patients, it was shown to reduce symptoms of agitation, restlessness and irritability. In the treatment of patients with depression, significant improvement was reported for irritability and indirect aggression.
The data available on overdose with citalopram also shows no evidence of violent behaviour. A paper published in 2009 by Hayes et al in the Journal of Emergency Medicine which retrospectively reviewed approximately 370 citalopram patients with overdose reported no aggressive or violent behaviour.
Depression is associated with an increased risk of suicide and this may be particularly evident in the early stages of treatment. A review of all available data for citalopram (that from clinical trials and that collated after the medicine was made available) shows no increased risk of suicide.
Citalopram has been used in an estimated 130 million patients worldwide.
As you can see in the Adult and Pediatrics: Additional data section..it clearly states self harm and harm to others as one of the side effects of these drugs!
So my question is; how can two countries make completely opposite statements about the same drug?


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GTBank-Lagos polo gallops off
The Lagos Polo International Tournament gallops off on Wednesday (today) at the Polo Club, Ikoyi, with the Silver Cup, where three will be played as teams from Lagos, Kano and Ibadan battle for supremacy.
The Low Cup would close the day's activity.
Of the 33 teams that would vie for honours in four cups, 12 of them would compete in the Silver Cup, which is the lowest grade in the tournament.
For the medium-goal Low Cup, five teams would contest for the top prize. The Low Cup and the Majekodunmi Cup, which rounds off the polo exhibition, features two teams: STL of Lagos and Rubicon of Kano.
The Open Cup as well as the Majek Cup, which are billed for the concluding week, would have top players from Argentina, United Kingdom, South Africa and Nigeria participating in the competition sponsored by Guaranty Trust Bank.
Managing Director, GTBank, SegunAgbaje, said the financial institution was happy to identify with the competition.
He said, "We have a strong affinity with the sport of kings because it reflects quality, competitiveness and fair play; some of the values that have made GTBank a proudly African and truly international financial institution."
Principal urges brands to promote sports among students
FG boosts sports with N140bn
Edo 2020: Lalong rewards Plateau medalists
Igut: Beauty queen on mission to revive Cross River sports
Rising COVID-19 cases may hinder sports return in 2020
20th NIPOGA games open in Ilorin


The risk of a sedentary lifestyle is about the same as a pack-a-day smoking habit. "Sitting is the new smoking." After age 60, just through the normal aging process, men lose 1% of their muscle every year. Hormonal treatments accelerate muscle loss. Strength training to build muscle mass, therefore, promotes optimal health.
A reasonable program that alternates two programs every other day is outlined below. You can start without any weights whatsoever. Slowly add weight as you gain strength.
Pectorals | Raise your arms up in front of you while lying on your back. Lower your arms back down until almost touching the ground.
Pectorals | Stand arm's length from a wall and place your hands flat on the wall at chest level. Bend your arms slowly with straight back. Straighten out and return your body to the starting position.
Triceps | Extend a weight behind you while leaning forward while sitting on a chair.
Shoulders | Extend your arms straight out on each side until they are parallel to the floor. Then start to make circles with each outstretched arm.
Deltoid | Extend your arms straight out to each side while standing until your hands are level with your shoulders. Lower both arms back to your side.
Biceps | Curl the weight up in front of you while standing.
Back muscles | Sitting, pull your shoulder blades together; hold for 5-7 seconds.
Back muscles | While leaning forward with one hand supported by a chair or table, dangle a weight in the free arm and pull it straight up toward your chest. Then straighten your arm until it again is fully extended.
Legs | Stand normally. Use something next to you for balance if necessary. Bend both legs, squatting down about halfway to the floor, then straighten up. Keep your knees behind your toes.
Calves | Start flat-footed with your feet shoulder width apart. Push up so you are standing on your toes, then release.
Mark Scholz, MD is the Executive Director of the Prostate Cancer Research Institute. He is also the Medical Director of Prostate Oncology Specialists Inc. He received his medical degree from Creighton University in Omaha, NE. Dr. Scholz completed his Internal Medicine internship and Medical Oncology fellowship at University of Southern California Medical Center. He is co-author of Invasion of the Prostate Snatchers. He has authored over 20 scientific publications related to the treatment of prostate cancer.


The Special Operations Command Pacific, known as SOCPAC, is a sub-unified command of the United States Department of Defense for special forces in the U.S. Pacific Command area of responsibility.
The Special Operations Center, Pacific Command was established 1 November 1965. Headquartered in Okinawa, the unit provided unconventional warfare task force support for operations in Southeast Asia. After these functions transferred to the Commander in Chief, Pacific Command (CINCPAC), the command dissolved on 1 July 1969. A special operations staff was established in the CINCPAC Operations Directorate on 15 May 1976, for planning and coordinating in-theater special operations.
In October 1983, the U.S. Joint Chiefs of Staff established special operations commands in the Pacific and European Theaters. Special Operations Command, Pacific (SOCPAC) was activated on 1 November 1983 with only eighteen personnel. Six years later, on 28 December 1989, SOCPAC was assigned operational control of what is now the 353d Special Operations Group and 1st Battalion, 1st Special Forces Group (Airborne), which are located on Okinawa, Japan at Kadena Air Base and Torii Station, respectively. On 8 July 1991, SOCPAC assumed control of Naval Special Warfare Task Unit-Pacific and a platoon of United States Navy SEALs, based at Apra Harbor in Guam. In early March 2001, SOCPAC established the Joint Special Operations Aviation Component. On 11 June 2001, SOCPAC gained control over E Company, 160th Special Operations Regiment (Airborne), which is based in Daegu in South Korea.


The Bun House Bandits are a young curation team based within the Bun House pub.
The Field Project Space at the back of the pub presents a range of unusual work.
They work primarily with emerging artists in Peckham and the surrounding area.


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On Mission with Chris Wright
Religion Mission With Chris Wright Langham Partnership
By On Mission with Chris Wright and Langham Partnership. Discovered by Player FM and our community — copyright is owned by the publisher, not Player FM, and audio is streamed directly from their servers. Hit the Subscribe button to track updates in Player FM, or paste the feed URL into other podcast apps.
On Mission with Chris Wright « »
Martin Accad (Pt. 2): Interfaith Peacebuilding in the Middle East
Dr. Martin Accad is a world renowned theological leader in Lebanon who received his PhD training with support from Langham. He's taught at Arab Baptist Theological Seminary in Beirut, where he founded and directs the Institute of Middle East Studies. Martin is a sought after speaker, thinker, and writer on Islam, Middle Eastern Christianity and Christian-Muslim relations. In part two of his conversation with Chris, Martin shares about his work which focuses on building peace, trust, and understanding across the Christian and Muslim faiths. Martin shares some wise words for those who may be hesitant about any kind of partnership between Christians and Muslims, and they discuss the groundbreaking Bible commentary project for Muslim-background believers he is leading.
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Calling the People to the Quran and the Sunnah upon the understanding of the Sahaba.
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Samsung CLP-680 or CLX-6260 Max-Filled™ MICR toner prints checks for pennies!
Only Max-Filled™ MICR cartridges for Samsung CLP-680 are filled to max capacity. Competitors make huge profits on MICR cartridges because they rarely fill above 1/3 capacity. Some competitor MICR flakes off check paper, MICR smears and will NOT scan when bank tested because magnetic content is incorrect. Many just resell MICR so you don't know how long it sat on a shelf. We fill ALL the MICR cartridges we sell for Samsung printers. Instead of sending you a mostly empty shell, we Max-Fill™ our MICR cartridges. You get the equivalent of up to 6 Samsung CLP-680 or CLX-6260 cartridges. You also eliminate hassles of buying & changing low yield cartridges. BONUS: Our MICR toner CAN be used to print like regular toner from Samsung. We also offer up to $20 credit for recycling empties.
WARNING: We've heard from many people who purchased Samsung MICR toner cartridges from other sources or eBay, only to discover after complaints from their bank, that the toner is NOT READABLE by bank scanners or the cartridge starts dumping toner inside your printer causing a mess and printer damage. Like most industries, there are good and bad MICR cartridges. We test our MICR toner with same reader at banks. We can't afford mistakes because Samsung refers customers to us and we supply accountants, attorneys, banks, businesses, credit unions and police around the world.


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The Negro Mood: Ethos
Lerone Bennett, Jr.
The Negro rebellion, then, is a cultural as well as a social upheaval. Some demonstrators are marching for a place, in the Establishment, but some are marching to express a vision that Establishments must be transcended in the direction of more expressive forms of human organization. The authentic rebels are not demonstrating for something they lack but for something they have and the feeling is growing that what they have is what America lacks. The old Negro spiritual expresses their yearning:
My soul wants something
That's new, that's new.
Integration and transformation: these two themes the heart of the rebellion which holds enormous possibilities for all Americans. For if the rebellion fulfills itself it will stimulate our creativity which only comes from diversity; it will relieve the drab sameness of our middle-class minds and our middle-class neighborhoods; it will give us an America more concerned about the claims of human personality and less concerned about color and machines.
The rebellion, in short, cuts to the bone of the deepest problems in American Culture. And American culture, in responding to the rebellion, will change—in one direction or another. Camus said that the secret of Europe was that it no longer loved life. Before too many years have passed, America is going to have to make a decision: either for or against life.
This is the core meaning of the Negro rebellion which tells us that we can be better than we are, which tells us that we are a bridge to a better and unknown world and that we must cross that bridge or say goodbye forever to democracy and the American dream.
The whole corpus of the tradition, in fact, is compressed into the folk myth of Soul, the American counterpart of the African Negritude, a distinct quality of Negro-ness growing out of the Negro's experience and not his genes. Soul is a metaphorical evocation of Negro being as expressed in the Negro tradition. It is the feeling with which an artist invests his creation, the style with which a man lives his life. It is, above all, the spirit rather than the letter: a certain way of feeling, a certain way of expressing oneself, a certain way of being. To paraphrase Sartre, Soul is the Negro's antithesis (black) to America's thesis (white), a confrontation of spirits that could and should lead to a higher synthesis of the two.
Our primary interest here is not in the metaphorical myth of Soul, nor in particular manifestations of the tradition it invokes. What holds our attention is the total ensemble and the values undergirding it: a relaxed and noncompetitive approach to being, a complex acceptance of the contradictions of life, a buoyant sadness, a passionate spontaneity, and a gay sorrow.
From the womb of this non-Puritan, nonmachine, nonexploitative tradition have come insights, values and attitudes that have changed the face of America. The tradition is very definitely nonmachine, but it is not antimachine; it simply recognizes that machines are generative power and not soul, instruments and not ends.
SOURCE: Bennett, Lerone, Jr. The Negro Mood and Other Essays (New York: Ballantine Books, 1965), pp. 81-82, 89. Extracts are from III: Ethos: Voices from the Cave. By arrangement with: Chicago: Johnson Publishing Company, 1964.
Black Studies, Music, America vs Europe


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Castri di Lecce este o comună din provincia Lecce, regiunea Puglia, Italia, cu o populație de 3.010 locuitori și o suprafață de 12.95 km².

Demografie

Referințe

Legături externe
Comunele Italiei

Comune din provincia Lecce

redpajama_set_name: RedPajamaWikipedia


text:
How to Get Your Life Back, According to the Demolition...
Discover the wonder of hilltop ranch living at Tagaytay Highlands
Levi's PH rocks the colorful Dinagyang Festival
Levi's PH rocks the colorful Dinagyang Festival
Vibrant costumes, lively dances, and high-adrenaline revelers marked this year's Dinagyang Festival in Iloilo City. Held annually in late January in honor of the Sto. Niño, the Dinagyang featured a week of festivities that had kaleidoscopic hues matching the wildly celebratory mood of the city.
Still, an all-too-familiar color stood out in the midst of the frenzied activities—Levi's denim blue.
To add star power to one of the country's most popular festivals, Levi's Philippines flew in international singer Charice Pempengo and DJ Ron Poe for Levi's Night, a lively party held at the Prism Night Life last Jan. 23.
The crowd went crazy when Charice performed her covers of a slew of hit songs. Meanwhile, DJ Ron revved up the energy that night as everyone danced to his beat, letting the party end on a high note.
Levi's likewise held a celebratory sale at Robinson's Iloilo during the weeklong festival as a fun treat for all Levi's lovers in the city. To top it all, Levi's fans with a Php2,500 single receipt purchase were given two free passes for the Levi's Night party.
"We certainly couldn't miss one of the biggest festivals in the country and we made sure that the Dinagyang was made extra special for all Levi's lovers in Iloilo," said Kaths Laudit, Levi's Philippines Marketing head. "Levi's decided to extend its 'thank you' to all loyal Levi's fans in the Visayas by treating them to an epic Levi's Night and a big sale."
The brand's attendance at Iloilo's premier festival was only the first of the many high-profile events, concerts, and fashion shows in 2016 as Laudit promises a year full of surprises—from the launch of new collections to the holding of big sales.
"The Dinagyang was just our first salvo. Expect bigger events and much bigger sales for the rest of the year," Laudit enthusiastically declared.
by Gabriel 30 mins ago 30 mins ago


Are you going away with no word of farewell?
Being able to give… the greatest blessing.
Familial traits, the signs we try to hide.
Is Urban Walking a Sport?
Let's be clear on why we're here.
Still young inside my head.
The Ghost of Winter past.


Technology has made an impact is every aspect of life including in the field of occupational therapy. The technological advances has allowed for more specific diagnostic techniques that have lead to more specific therapy. The specificity of the therapy has allowed for more improvements in the ability to perform all activities required for daily living. Therefore allowing for more independence or increased independence for people who without this technology would be dependent on others for certain life tasks. The idea of increasing technology to make life easier allows for those in need of occupational therapy to have the ability to life a fuller more independent life without necessarily regaining full ability. The technological increases that make life easier are improved splinting techniques, improved prosthetics, more research into various adaptation aids and more distinctly developed therapies based on improved knowledge.
Hayes, Lindsay, "How Technology Usage is Altering the Field of Occupational Therapy" (2012). Honors Projects. 145.


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This page is shown in English as no translation to Italiano is available.
Owner: Elad Sofer
(VeSecurity is a fictious name as the company prefers their name to not be published (for security reasons :P))
LeSS Adoption for a Safety & Security Management Product
Introduction and Context
The product in question is a solution that allows managing the safety and security aspect of a big area such as a mall or an airport. It integrates different elements such as video cameras, door sensors, smoke detectors and more. By monitoring these, the security departments can do efficient real-time incident management such as for a security breach or a fire.
The original group structure was
5 component teams responsible for developing different components of the system.
5 manual testing teams, each team was paired with a component team.
3 test-automation teams - two teams creating and maintaining system level functional tests, and the third team was responsible for automated non-functional testing.
The teams were located in two sites, in different countries but in the same timezone.
In site A there were 4 development teams, 4 testing teams, Non functional automation testing team and a functional system test automation team, The other teams were on site B.
All component teams had their own team manager. The testing teams were all managed by the same manager, with a lead tester in each team. There was a single product manager.
The lifecycle was sequential, including a 3-month planning phase for each annual release.
There was also a command and control culture. For example:
The work was assigned to the team members by their managers
Effort estimate was done by the team managers.
Every design had to be reviewed by the team manager. The test design required approval from the QA manager.
The following chart is a Feature-Team Adoption Map (a tool used in LeSS adoptions) that illustrates the original state of the teams, with respect to scope of tasks and scope of architectural components. The white/blank areas represent those that had no one responsible.
Figure 1: Initial State Feature Team Adoption Map
Motivation for change
When the customer approached us, the main challenges they were facing are the common problems we often see in organizations: low quality, no visibility of real progress, difficulty dealing with changes, and low customer satisfaction. There was a willingness to try a significant change to create a much better system, and so we helped the group adopt large-scale Scrum (LeSS).
The First Experiment: One Feature Team and Scrum
Following a short learning and observation period, we conducted a management workshop to share our learnings and recommendations.
Although we would have liked to create a fully cross-functional and cross-component feature team, we knew that for the first step this would be challenging, because of limited skills. For example, the group had only one technical writer. Immediately including her in the one new feature team would create a problem, because she still had writing responsibilities across the entire (traditional) group. This conflict is inevitable when there's a one-team-incremental step towards feature teams surrounded by a still-traditional group. So the Definition of Done for this single team was imperfect; it excluded customer documentation, for example.
And so because of the extremely cautious nature of the client (regarding change) and the challenge to have all of the needed skills for creating a shippable product as described above, we recommended to start with a single 'weak' feature team that excluded performance testing, test automation, and technical writing. We were applying the LeSS experiment described in Practices for Scaling Lean & Agile Development, called Try…Transition from component to feature teams gradually. We advised timeboxing the pilot step until the end of the current release (3 months in the future), hoping that success with this one feature team would result in enough buy-in from management to broaden and deepen the adoption to LeSS.
To start with we had to create a Scrum feature team, and identified the following people:
a Scrum Master
the managers chose him (sigh… command and control culture)
a Product Owner
the product manager agreed to take on this role
diverse Team Members to create a cross-component and cross-functional team, excluding skills for performance testing, test automation, technical writing.
the existing team managers chose them
We moved the new 'weak' feature team to a big room so that everyone could sit together.
Initial Product Backlog Creation and Definition of Done
Following this preparation, we conducted a Scrum training for the new team, Product Owner, and the managers from the organization, and immediately after that we performed a 2-day Product Backlog creation workshop with the team and Product Owner.
The first thing we did in this workshop was to define the Definition of Done (DoD), which was:
code reviewed
code committed to the main branch
all manual testing complete
all automated tests integrated into the build system
maximum defects (0 critical, 1, major, 1 medium, 4 minor)
A note about the defect policy in the Definition of Done: It is common when transitioning to Scrum to introduce a zero defect policy. But this specific group, given their history of quality problems, felt that having a zero defect policy was too overwhelming for them. Still, we wanted to somehow limit the number of defects in a way that reduced the risk and hopefully limited the number of "stabilization Sprints" to one. But, yeah, yuck!
In addition, the group discussed some of the likely content for the next 3-month period. The team raised many questions regarding the features, and some major changes to the content emerged during this workshop.
The First Sprint
As is common in Scrum, since it reveals weaknesses, the first Sprint ended without any items 'done'. In the retrospective the team identified that the major reasons for not getting any item to done was:
Lack of test automation.
Lack of progress visibility.
Items were too big.
In addition to deciding to create smaller items, the team decided to learn about and write the automated tests themselves when the separate test-automation team was not available to help in time.
The Next Three Months
Over the following months the single pilot feature team slowly learned, improved, and was able to deliver better. Perhaps more importantly, the management was able to see that most of the impediments for the team were not in the team itself per se, but in the old organization that was defined and maintained by the management.
Scaling to Multiple Feature Teams and LeSS
After a period of about 3 months, the level of satisfaction from the transition to even a weak feature team and Scrum was extremely high, and so a management decision was made to perform a product wide transition.
This is the point in the adoption where a Scrum adoption became a large-scale Scrum (LeSS) adoption.
As recommended in a LeSS adoption, as a first step we focused on education. All of the employees went through a two-day agile training and all of the managers and Scrum Masters went through a 1-day workshop on LeSS. This workshop was based on ideas and experiments from the first two LeSS book: Scaling Lean & Agile Development, and Practices for Scaling Lean & Agile Development. The workshop included topics such as systems thinking, waste, root cause analysis, and more.
We expanded the DoD to include all documentation.
At this time the "Undone" still included unit testing, full regression automated, stress/performance tests.
The next step was to change the organizational structure so that it fit the new DoD. The group was reorganized into 7 feature teams: 5 at one site, and 2 at the other.
There was also a division by site into major feature areas: the 5-team site focused on normal user features, and the 2-team site focused on back-office and administration features.
The test-automation team was dissolved; some of the members joined the feature teams, and others joined the performance-testing team.
The structure is illustrated in the chart below.
*The blank (white) areas represent areas that had no one responsible for.
Figure 2: Feature Team Adoption Map After LeSS Adoption
As expected, the change introduced many challenges, here are examples of challenges we faced while still planning the re-organization:
Since the team members did not have an available communication channel to the users or enough business understanding to be able handle the clarification of the requirements, and the real PO did not have enough time. We made the mistake of putting two system architects in the role of intermediate requirement analysts (a position which we knew should not exist in Scrum), instead of solving the root cause problem by connecting teams with the true requirement donors.
The previous common-platform group had only 3 members and a team lead, which was not enough to be distribute experts to each new team. Our experiment was to nominate the platform leader as an internal consultant without being a part of any team, with the role to support the teams when they needed help.
Some of the prior team leaders were not considered a good fit for the Scrum Master role. The agreed experiment, given the politics of the organization, was to nominate a few of them as Scrum Masters and gradually coach them in their new role, although we recognized this was unlikely to turn out well, as it seems ex-managers and ex-team-leads rarely make good Scrum Masters.
The office layout had small rooms for 2-4 people and we were not able to have all team members seat at the same rooms. The experiment was to give each team adjacent rooms.
The First Two Sprints
The beginning was extremely difficult! There was a lot of confusion and resistance with regards to the change. The following are challenges we encountered, because we were new to adopting Scrum and scaling, didn't realize the implications of our initial mistakes, and lacked the proper support from senior managers to truly change the power relationships, roles, and responsibilities.
The so-called Scrum Masters (formerly team leaders, but still command-and-control managers) were not good. There was no support for self-organizing teams, or giving up direction-control to the Product Owner. Rather, they commanded the teams, turned the Daily Scrum into a status report, and assigned tasks. It was Scrum farce.
Teams were new and team maturity was low, leading to difficulty in decision making, fear of error and a desire for high predictability. Combined with the fake Scrum Masters (managers), this caused a decrease in employee motivation.
Because of previous expertise and skills, especially for the testers, teams were working in min waterfall inside the iteration and not in a real Scrum process.
Coordination and collaboration between teams was lacking, each team was very much focused on itself, missing having a whole-product focus, This led to teams creating problems for each other which resulted in daily conflicts.
There was only one equipment-testing lab and the fact that teams now test more often created a constrained-resource queue that introduced major delays.
The QA manager was confused regarding her role since it was not clear what is her responsibility and what value does she add. One one hand she was still in charge on the non-functional testing team, but that was only one team, and having a manager for a one team group seemed wasteful to her.
Most teams did not have all of the knowledge to be able to plan and execute a complete end-to-end feature, this created delays and bottlenecks. This also made the planning and design meetings very long and difficult.
It was very difficult to achieve proper clarification of items, since teams weren't talking directly to users, customers, and other real requirement donors. The Product Owner and "requirement analysts" (system architects) acted as bottlenecks and prevented the teams from bypassing them.
There was a conflict with the sales & marketing organization. They expected a detailed release plan with high predictability.
The group had only one technical writer, and his availability was not enough to support the entire group.
Lack of synchronization between the two sites led to different definitions of done and different standards of working.
All of these problems (and some more), combined with the implication of meeting the Done criteria expectedly generated a major decrease in productivity which lead to more pressure and resistance, but given the satisfaction with the pilot team, senior management supported the change and communicated to the rest of the organization which gave the teams some "learning space".
Sprint 4 – Some Improvement
The end of Sprint 4 was considered a major milestone, At the end of this Sprint ALL of the teams were able to demonstrate done functionality, and following the Sprint Review we celebrated this success by having an ice cream party. That was sweet :)
Sprint planning was done in two parts, with the first including the fake Scrum Master/managers representing the teams, since there was still no support by senior management to introduce real support for self-organizing and the elimination of the command-and-control managers.
An overall retrospective started after Sprint 4. The teams identified that the increase in collaboration between the teams had a major contribution to the success of the last Sprint, and several improvement experiments were agreed upon:
Focus on reducing the lab resource queue size by splitting the current lab into two testing environments. * Have a synchronization meeting for all teams twice a week.
Create a Scrum Master community.
Although there were still major problems, in general it was visible that the atmosphere was starting to change. Team members started seeing the value in LeSS (even with fake Scrum Masters and intermediate analysts) and started expressing satisfaction with the new way of working.
One sign of improvement was that average Sprint Planning duration decreased.
The Next Sprints
As the feature-team structure, ways of working, and meetings in LeSS started becoming a habit, a new wave of challenges were becoming apparent:
Experiments / Solutions
Teams were improving and increasing effectiveness mostly in the coding parts (by pairing, unit testing, TDD, Test automation etc) able to complete more features in less time, the testers, which most of them had no development background, were feeling that they do not have enough work. It became a goal of the organization to train and educate all testers with development skills.
They are no longer hiring team members without development skills, and the role "tester" does not exist anymore.
The fake Scrum Master-managers were representing and controlling the teams, and as teams matured this was becoming an increasing problem, as it prevented self-organizing and bigger improvements.. A lot of coaching was done with the fake Scrum Master-managers, and some of them increased their level of trust they have in the team and changed their habits. A small minority of them still insist on representing the teams and unfortunately management does not take a clear stand on this issue, probably due to the fear of them leaving the company. All this illustrates a point observed in many Scrum adoptions: introducing managers as Scrum Masters is a recipe for major problems.
The lack of whole-product focus also created problems of consistency between the teams.
Inconsistent design and code, and even consistency in UI Communities started to emerge, some component mentors were nominated.
Open space meeting are held from time to time.
Performance testing is still a separate team. They are still not running the performance tests inside the Sprint, but they have reached a stage that all of the simulated data for the performance tests is a part of the DoD.
The QA manager was confused regarding her role since it was not clear what is her responsibility in the new structure. She eventually quit her job.
The feature area that was assigned to the smaller site become almost obsolete and they were seriously lacking knowledge to take on new-area features. Eventually the smaller site was closed and the entire product was developed in one site.
Partly because of organizational culture, teams still have very little direct communication with the end users and having a hard time clarifying requirements. They used a variation of a common technique called "retired experts", getting the security personnel of the company to provide feedback. While it is not a "classic" user of their product, it does help, but it still can be greatly improved.
As teams were learning and improving, they often wanted to implement changes to the CI system or other tools, however company regulation dictated that only the tools group can do that. Still a huge challenge.
Company culture is corrosively competitive and there is a yearly employee / team / group evaluation process.
Lacking a better idea on how to compare teams the senior management used velocity to compare teams. Yuck! While some teams are able to fake the personal evaluation process, it is still a huge challenge.
Some of these problems are resolved by now, some partly resolved, and some still exist.
A positive observation is that this group was able to really adopt a continuous improvement and experimentation mindset, and even though things are not perfect, this product group have become a learning organization and is now regularly improving.
Much Later…
About 1.5 years after working in the organization I accidentally bumped into the person who was leading the product group. My first question to him was, "How is it going? How is it working for you?" The answer he gave was, "It's hard, but it's magnificent".
Later that year I was contacted by him again, he got a new role, leading a new division and now wants to start a LeSS adoption in his new division as well. But this time, we won't try managers as Scrum Masters ;)


The Java Programming 1 course is closely aligned with the Oracle Java SE 8 Programmer I exam.
The course comprises sessions dealing with Java apps, variables and operators, decision and loop constructs, arrays, methods, objects, classes, static members, enums, object-oriented principles, exception handling, packages and imports, selected APIs and lambda expressions.
The Java Programming 1 course is aimed at anyone who wants to learn Java as a first language and developers/engineers who want to migrate to Java from another language, particularly those with little or no object-oriented knowledge.
If you are an experienced object-oriented developer with a good grasp of programming constructs such as variables, decisions, loops, arrays, classes and objects (albeit in another language), you should consider taking the Java Programming 2 course instead.
This course aims to provide the delegate with the knowledge to be able to produce simple Java applications that exploit all core elements of the language including variables, expressions, selection and iteration, arrays, methods, classes and objects, encapsulation, inheritance and polymorphism, exceptions, and some commonly used library classes. The course further aims to prepare the delegate to sit the Oracle Java SE 8 Programming I exam.
Delegates attending this course should be able to define general programming concepts including compilation and execution, variables, arrays, sequence, selection and iteration, navigate the filesystem (on the command line ideally), edit and save text files and browse the web. This knowledge can be obtained by attendance on the pre-requisite Introduction to Programming course.
Fill out your details to find out more about Java Programming 1 - In-house Training.


text:
Koudiéré est une localité située dans le département de Tanghin-Dassouri de la province du Kadiogo dans la région Centre au Burkina Faso.

Géographie

Koudiéré est administrativement rattaché à Taonsgho situé à un kilomètre à l'est. Le village se trouve à  au sud-ouest du centre de Tanghin-Dassouri, le chef-lieu du département, et à  de celui de Ouagadougou.

Le village est traversé par la route nationale 1.

Histoire

Économie

Santé et éducation

Koudiéré accueille un dispensaire isolé tandis que le centre médical (CM) se trouve à Tanghin-Dassouri et les hôpitaux à Ouagadougou.

Le village possède une école primaire publique.

Notes et références

Ville dans le département de Tanghin-Dassouri


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While traditional payments still remain popular - 44% of consumers still use cash to pay daily - new digital payment methods are coming to the fore. Consumers are showing they are open to innovative services to make their lives easier, with 32% already embracing mobile device payments, while 22% have adopted wearable technologies and 20% crypto-currencies, the latter driven by Eastern Europe usage where 44% say they use the technology.
This progressive consumer attitude has also led to a shift in expectations from Financial Service providers and a willingness to buy more services from them; offering a wealth of opportunity to current providers. One in three said they would consider buying energy for their home; the same figure agreed on personal data storage, while 30% said they would purchase broadband services from their bank or insurer.
Yet with this progressiveness comes a warning bell to traditional providers. Already a fifth of respondents said they would buy banking or insurance services from potential disrupters like Google, Amazon or Facebook.
This digitally open attitude also extends to day-to-day interaction with banks. Online banking is the most popular channel across Europe, with three in four using it at least once a week. Yet, while traditional channels are declining in comparison, they still represent a huge swath of consumers; 34% visit their bank branch at least weekly, while an even higher 36% use the telephone to speak with their banking provider.
"While there is no doubt we are moving towards a digital world, this shouldn't and doesn't mean that traditional channels are 'dead'," said Fleutiaux. "For consumers, digital simply means a new way to communicate whether that be their bank, insurer or their favourite retailer - in whatever way suits them. 'Traditional' methods and face-to-face interaction still have a place in modern-day banking and insurance. Providers that will be successful will be the ones who modernise their back office to integrate these various channels to create 'banks and insurers of the future' that provide their customers with all options.".
Consumer attitudes to innovation have also impacted data sharing. Across Europe, 97% of those surveyed said they were happy for banks or insurers to use their data to offer them a wider range of services; a huge shift in consumer mindset.
7,000 online consumer surveys were completed by a nationally representative sample of each population across UK, France, Benelux (Netherlands, Belgium and Luxembourg), Spain, Germany, Switzerland and Eastern Europe (Poland, Czech Republic and Slovenia) to understand consumer's habits and their views and opinions towards current Financial Services.
In-depth interviews with 45 senior business decision makers (C-Level, minus 1 and 2) of large enterprise firms in the Financial Services sector (Retail Banks, Investment Banks, Insurance firms) across the same countries to gain further insights into this issue.


text:
Sabine Zaalene, née en 1969 est une artiste plasticienne suisse originaire de Sion en Valais.

Biographie
Après des études en archéologie et en histoire de l'art, elle obtient un Master en art visuel auprès de l'EDHEA, anciennement ECAV, école d'art du valais, à Sierre. Elle obtient la bourse d'encouragement artistique du canton du valais en 2007, le prix Englert en 2009, et la résidence artistique au Mali attribuée par le canton du Valais en 2011.

Expositions
Elle est présente en 2010 pour une exposition collective sur la scène de la Ferme Asile de Sion pour situation 1. Elle participe aux deux premières Triennales d'art contemporain en Valais, « Label'Art » en 2007 et 2011.

En 2015, au Ganioz Project Space (GPS), situé au Manoir de Martigny, elle présente une installation mixte conçue spécifiquement pour le lieu, Global Positioning Sensivity (« la sensibilité est la valeur la plus importante »). Cette installation met en relation objets, photographies et texte dans l'architecture du lieu. La même année, elle expose pour le Créneau au Musée d'art du Valais, une œuvre constituée de plantes historiques issues des milieux voisins des château de Valère et château de Tourbillon. Cette « Mobilisation végétale » invite le spectateur à s'installer sur un coussin d'herbe et à observer le rassemblement de plantes constitué autour d'un grenadier d'Afrique du Nord.

Théâtre
En 2017, elle met en scène Donkeyport, une création de la compagnie S/Z au Petit Théâtre de Sion. Elle y pratique différents médium, installation vidéo, photographie et gravure. Cette démarche s'inscrit dans sa recherche artistique pluridisciplinaire intitulée « Actuelles Antiques ».

Littérature
Elle publie en 2017 le récit Vielle branche, édité chez Art&fiction à Lausanne. L'ouvrage gagne le Prix Adelf-Amopa 2017.

Références

Liens externes

Naissance en 1969
Artiste valaisanne
Plasticienne
Metteur en scène suisse


text:
V:TES Hall of Fame Adds A New Member
15 Feb 2012 03:08	#23027 by Adonai
Replied by Adonai on topic V:TES Hall of Fame Adds A New Member
Tomasz Kowalewski joins the V:TES Hall of Fame with five reported tournament wins.
18 Mar 2012 14:32	#26127 by Adonai
Rudolf Garski joins the V:TES Hall of Fame with five tournament wins.
16 Apr 2012 22:51	#28027 by Adonai
Will Kristoff joins the V:TES Hall of Fame with five tournament wins.
V:TES Hall of Fame
To enter the V:TES Hall of Fame, a player has to win a minimum of five tournaments, and those tournaments must have had their results posted on the Usenet newsgroup rec.games.trading-cards.jyhad or on this Event Report Forum for inclusion in the Tournament Winning Deck Archive . Many amazing players will be missed because of the absence of those public results. This list celebrates those who have done well with the game, and have worked to publicize the strengths of the game by publishing their tournament winning deck lists. Players are listed by the number of tournaments that they have won, and if there is a tie for the number of tournament wins, then they are in alphabetical order by their first name. See the TWDA FAQ for more information about appearing in this list yourself in the future.
24 May 2012 23:45	#31136 by Adonai
Milos Krstic joins the V:TES Hall of Fame with five tournament wins.
03 Jul 2012 02:17	#32689 by Adonai
Timo Rekola joins the V:TES Hall of Fame with his fifth tournament win being the Finnish National Championship .
David Baker joins the V:TES Hall of Fame with five tournament wins.