The Skinny. The Low Down. The Thing We Don't Talk About.
I did not go on my trip to see Sarah in Philadelphia. I've been trying to figure out how to say that and the reason why for the last few days, only to be spared from thinking about it while I had the worst head cold ever last week.
While I don't need to justify to anyone other than Sarah and myself, I feel that visibility about how an anxiety disorder can wreck things is something that I should share.
Double Trouble! That's me on the left and Sarah on the right. What the heck am I wearing? A purple tank top? WTH?
Two weeks ago when I picked up my blog again, school being the biggest reason I don't write in it, I posted a couple of times about the trip and my worries. That week I had also been given some bad news about my health that require huge changes (with little support for how to make those changes by my doctor). So by Wednesday of that week I was so in a tizzy that my anxiety was acting out in other ways besides the usual panic attacks.
This is something I've been able to track – sometimes when I'm really anxious about something I will instead project my anxiety onto something else instead of the thing I'm actually anxious about. Why? I have no idea. This time it was school. I'm on the quarter system so I go to school for 10 weeks and then have a couple of weeks off before the next quarter begins. I've been going to school since September 2011. All four quarters: Fall, Winter, Spring and Summer.
The stress of school, working full time, and trying to not let that stress interfere with my relationship with my husband is really hard. I sometimes fail miserably and the balance goes all wonky. I was only into week 2 when my anxiety about the trip started. I should have really considered my school schedule along with my trip before I made any plans. But as someone with my disorder, I often feel guilty that my anxiety and depression keep other people from having any fun with me. The "People Pleaser" in me comes out in full force instead of being honest.
So I had crying break down. I did a couple of stupid things – remember I'm projecting my anxiety – and emailed some professors and classmates about the "unfairness" of a class we are required to take. I'm so embarrassed. It was a stupid email. Finally my husband asked me, "What is really going on?" And that's when I broke. We decided together and later validated by Sarah and my therapist that the trip just wasn't in my cards just yet. Oh its there, and its going to happen but maybe not when I'm not going to school and working and maybe not after I've gotten some crappy news that equally makes me anxious but also depresses me.
So there it is. I didn't go. I ended up catching a horrible head cold and spent my vacation time in bed. But it was the best stay-cation ever. I really needed the rest and the sleep I got. I'm back at work today. Yesterday I did some homework. I feel a little more clear headed than I did a week ago.
I'm also not stressing about school. The class is crap. That's how I feel about it. I know several other people in my class who feel the same way, so at least I'm not alone. I also talked to my professor and he knows how badly I'm struggling and has offered to help me as much as possible – as long as I ask for the help. So we'll see. I'm shooting for a C in that class. It's not an A or a B but its realistic. Finger's crossed. Six more weeks to go.


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Conversations about Software Engineering
Conversations about Software Engineering (CaSE) is an interview podcast for software developers and architects about Software Engineering and related topics. We release a new episode every three weeks.
Sven Johann: Hello, and welcome to a new episode of The CaSE Podcast. Our today's guest is Birgitta Böckeler. She is a technical principal at ThoughtWorks, where she spends her time on software delivery teams with coding, architecting, coaching and consulting.
Sven Johann: At the O'Reilly Software Architecture Conference in Berlin in 2019 she gave a talk about cultivating architectural principles, which we will discuss today. Birgitta, welcome to the show.
Birgitta Böckeler: Hi, Sven. Thanks for having me.
Sven Johann: What are architecture principles?
Birgitta Böckeler: The best definition I have heard is by Eoin Woods, and I hope I'm pronouncing his name right... He says that an architecture principle is a declarative statement made with the intention of guiding architectural design decisions in order to achieve one or more qualities of a system. So if you break that down - it's a statement, and you're writing it down because you want to have guidance for your decision-making about the architecture and the design, and that guidance should help you achieve qualities of your system. So it's something like your architecture requirements, your cross-functional requirements, for example.
Sven Johann: What would be an example?
Birgitta Böckeler: An example could be loose coupling, or we want to encapsulate our legacy, or it could be an agreement on what size a microservice should be in your context, in your organization, or it could be--
Sven Johann: It's in your head...
Birgitta Böckeler: In your head, for example, yeah... And then what does that mean, "fits into your head"? There's different interpretations of that as well. Or something quite common is also guidance around how to use cloud. For example, what level of cloud vendor dependency is acceptable, or a principle like saying "AWS-first", which clearly gives guidance on what the cloud strategy of the organization is.
Sven Johann: So besides a catchy title, how does such a principle look like?
Birgitta Böckeler: Yes, a catchy title is definitely not enough, because if you think about it, something like loose coupling - you could say "Oh, that's just common sense." There's lots of principles out there in blog posts and just good practices... So just having the title would probably not be enough to justify saying "Okay, we need to write this down for our organization." So what's really important here is that you don't just have the title, but also have a description, and you write down why this principle is important for you, and what it means in practice on the teams.
Birgitta Böckeler: The TOGAF framework, which is like an open framework that describes how you could do enterprise architecture - it actually has a template for architecture principles that I find quite useful... And the template says "You have a title, a description", and then you write down the rationale, so the Why, which could for example be a description of your hypothesis, how this principle will help you achieve those architecture requirements you have... And you should also write down, according to this template, the implications. So again, those other things - what does this mean in practice? So if you don't add all those things, then it doesn't really help teams guide their decision-making, which is the ultimate goal of the principle.
Sven Johann: I think the link to TOGAF - we will put it in the show notes. But can we pick one principle and fill the template with a little flesh? So if we have AWS-first, what would be a brief description and rationale for that principle?
Birgitta Böckeler: It's of course hard to create something like this on the fly...
Sven Johann: Yes, exactly.
Birgitta Böckeler: ...because there could be a lot of words missing involved in this...
Sven Johann: I mean, of course... We're not expecting completeness, or something, but just give one or two simple sentences on that.
Birgitta Böckeler: I mean, something like AWS-first would show, as I said, the cloud strategy of the organization. In the rationale you would describe why you decided to choose AWS maybe over Google Cloud, or Azure (another one of those things, that I don't know how to pronounce). And the nice thing here is also that writing down this rationale really forces you to write down how you came to that decision... So it's kind of, in this case, a bit of a decision record as well.
Sven Johann: Okay, an architecture decision record.
Birgitta Böckeler: Yes, yes. And if you think about the qualities of the system that you want to achieve with this principle, it might be something like a faster time to market, because you want to reuse the services that come out of the box in AWS. And then in the implications, maybe it would say something like "This means that whenever you need a service, first consider if there's something suitable out there on AWS, and only if you find there's nothing suitable, then fall back on other things we have in the organization. And only if that's not suitable, then fall back on something totally different." Kind of give teams a set of questions to ask themselves to decide which service to use.
Sven Johann: Okay. So now we know how an architecture principle looks like, but why do I need them? Of course, we want to disagree with architectural decisions, or we want to enforce architectural qualities, but you might be able to do that otherwise... So why should I choose architecture principles for that?
Birgitta Böckeler: Most often I would say they're used as a tool of governance, and that is also I think where TOGAF places them. So as your IT organization grows, it will split into more and more teams, so that you're able to scale, and as the number of those teams grows, you also need more decentralization... Because you can't have a central group anymore that knows enough to make good decisions for everything. So you need those teams to be as autonomous as possible, because they are the ones close to the problem, and they need some empowerment to make their own decisions.
Birgitta Böckeler: So that is kind of a necessity as you scale, to have those autonomous teams, but of course, it comes with its own challenges, like risk of duplicate work, risk of needless variation, you need to coordinate all the dependencies between the teams, and so on... And especially for that needless variation, you might want some kind of governance, because full autonomy is basically a myth, right? There always needs to be something so that people are going in a similar direction, so organizations use principles to try and create some alignment between the teams... So governance is the biggest motivation behind them I think.
Birgitta Böckeler: But for me, I try to look at them more as a tool for change management, and to use them for learning between the teams, to kind of make it easier for them to do the right thing for the big picture, as opposed to their local problem.
Birgitta Böckeler: I mentioned before that a lot of these principles - loose coupling is the best example for that, I think - they are just good practices that are out there anyway, that you might have learned at university, or at a conference, or in a blog post. But if you choose a few of your own, then that can give you some focus to focus on the few areas that you want to improve in. So that's what I mean by change management.
Birgitta Böckeler: For me, architecture principles in an organization shouldn't be a comprehensive list, because then you'll just start writing down the whole internet again... But it should be a few principles that help you decide what you want to focus on and improve in that moment in time. And maybe if you successfully use them, then there's no need to highlight them anymore and you can scratch one of them.
Birgitta Böckeler: And another reason for me -- so focus is one that I think is a reason why it might make sense. Another reason for me is to get more consensus on what they mean. We had that example of "How big is a microservice before?" and there's lots of different opinions on this... And it might be valuable in an organization to get a common understanding of this. If you're going all the way to having super-small services, and then the respective support for that in the infrastructure as well, or if you maybe want a different size with that... Because the more abstract these principles are, and if you want them to be abstract because you still want the teams to be autonomous, so the more abstract they are, the more different interpretations there will be... So just the process of creating these principles can be kind of like a journey to get a common understanding and learn from each other. There will be people with different experiences in the company, and then you can come to a consensus on what these things mean for you.
Birgitta Böckeler: And finally, in the context of change management, principles in an organization can also help you get kind of an official blessing for some of the things you want to do. A good example for that I think is if you have something around experimentation or failing fast, which has been all the rage for a few years... But there are some organizations where their company culture up until that point might not have been like that, where maybe people still feel like they might be punished if they experiment and then it does work. So if you write down a principle around this, and then the leadership in the company or the management actually says "Yes, this is what we want you to do", then it gives people more freedom maybe to really do this.
Sven Johann: Currently, I'm at a customer... They had a very conservative delivery organization, and just by saying "You build it, you run it", basically every team really got the blessing to deploy and run their software on their own... And even if you make some mistakes -- obviously, in the beginning if you're very inexperienced with that, stuff happens... And everyone kind of - I say "kind of" because it was not perfect, but people felt relatively safe to do mistakes. So yes, that's true...
Birgitta Böckeler: Yes, and also the principle might be an opportunity then for the organization to also acknowledge what that means for teams, and what the support will be. When you have "You build it, you run it", you also should think a lot about what your on-call structure will be... And then that can be part of that. People also see now -- management didn't just say "Oh yeah, you build it, you run it. Go ahead", and kind of off-load everything, all the responsibility on them... But you can also show that you thought about the implications of that; again, that's part of that template... And for example, then write down what that means for on-call, and what will be in place to support that, and to compensate people, and so on.
Sven Johann: Possibly which problems will arise in the beginning, but will disappear after a couple of weeks...
Birgitta Böckeler: Yes, yes.
Sven Johann: ...so that people don't go too crazy if problems occur in the beginning. They just know this is kind of a normal thing, and it will be better in 2-3 weeks.
Birgitta Böckeler: Yes. And the implications can also contain things like what negative sides of this might come out... As we know, everything we do in architecture - there's a trade-off for everything, right? So we could also think about what smells might come up, that show us that this is not working, that this is not actually helping us achieve those system qualities that we want to achieve.
Sven Johann: Also, easy decisions are easy because there is no significant downsides to the decisions. But if you have to make a decision where each option has a significant downside; so if you choose one, of course, you have this downside, and then people start complaining about it, but it's good to have this decision record principle which says "Okay, we know this, but it's still the best solution."
Birgitta Böckeler: "It's still a trade-off that we accept", yeah. And I mentioned the word "hypothesis" before... For me, also a principle is kind of -- in the beginning, especially, it's a hypothesis for us, that we think that if we do this, we will achieve this system quality. With the loose coupling, usually that's a bet or a hypothesis that's very well supported by a lot of experience in the industry, that if you have loose coupling, then hopefully you will be able to move faster. But if you end up realizing that it's actually going too far, and you are actually not going faster, or the evolvability of your architecture doesn't increase, then maybe you haven't chosen the appropriate level of coupling, right?
Sven Johann: Okay, so for each principle I need some sort of measurement, if it pays off, so to speak...
Birgitta Böckeler: Yes, so if we go back to that definition that I quoted in the beginning, that a principle is made with the intention of guiding decisions in order to achieve qualities of a system, then it's always kind of a bet on "Ultimately, we want to achieve something else. We're not doing this for the sake of loose coupling, we're doing this to achieve evolvability, or maintainability", stuff like that. And I think that's always important to write that down, so we don't forget that we're not just doing this for the sake of following the canon, or cargo culting.
Sven Johann: Yes, yes.
Birgitta Böckeler: And again, if we have people with different experience levels in the company, if you have for example a lot of people who don't have that much experience yet, there's a much higher risk that they are prone to this cargo culting, because they've heard "This is how you do it, so I'll just build super-small microservices all over the place." Especially for those people, it's important if you have these more experienced owners of these principles who also try to share some of their experience and previous learnings from their careers with everybody, and remind them of what the ultimate goal of this is.
Sven Johann: Yes, and the fact in almost every organization that you have different experience levels.
Birgitta Böckeler: Yes.
Sven Johann: One thing you said also - the principle is a way of learning together... So there is someone who thinks about this principle, and then there are teams who might not really understand the principles. Maybe some do, others don't... If you have, let's say, five or ten teams, how do you distribute such a principle, and how do you make sure that it's properly understood? How is this distribution and feedback mechanism working?
Birgitta Böckeler: In terms of the distribution, again, the first step is that you don't just have the titles, but you have a bit more information available when people look it up. A recognizable visual is also sometimes helpful... One way to structure principles is this form of having three columns; in one column you write down the business goals of the organization, in the second one you write your principles, and in the third one you have a list of practices that actually bring the principles to life. That kind of neatly ties it all together, as in your business goals show you, again, some of the rationale, why you're doing this, and the practices bring it more to life, and the principles are in the middle.
Birgitta Böckeler: If you have these three columns, and maybe make a nice, neat table view out of it and design it a little bit, and then you put it up around the spaces in the organization... If you're collocated, of course; it doesn't work if everybody is remote, unfortunately. I haven't thought so much about how to do it there... But yes, a recognizable visual helps. And everybody knows "Ah, there's this thing." So ideally, it leads to - when people are taking decisions, that they're like "Oh, I saw this thing flying around; those three columns that are supposed to help you with this", and then you go and maybe look things up.
Birgitta Böckeler: If you have something like an engineering town hall maybe, you could also try and find ways to remind people of these things. For example, if you know about things happening in teams that can be related back to the principles, you could point out examples every now and then, like success stories, or also things where people tried something and it didn't work.
Birgitta Böckeler: And then, of course, if you have a role, something like a chief architect or a head of technology - maybe there's a role in the leadership of the organization that feels like they're the owner of these principles, it's also sometimes worth maybe going around the teams and having sessions with them about this, including explaining to them why you're having the principles in the first place.
Birgitta Böckeler: So all the reasons I've mentioned before, why that'd be useful - maybe in your case change management is your most important one... And then you explain that this is not a comprehensive list, but this is what you want to focus on as a group of teams at the moment, and then if people understand why they're there, and that they're not there to control them and to check -- you know, somebody's not going to come by and ask "So this principle - how have you implemented it? And if you haven't done this, why have you not done this?" If they know that that is not what they are for, but that they are for sharing knowledge and for helping them, then they will be much more open to considering how this will help them.
Sven Johann: Yes, that's a good point. It's a fine line between saying "Here's some guidance" and then at the same time making it happen that the guidance is used correctly, but teams are not feeling they're controlled, or something... Because then they immediately move into a defensive position.
Birgitta Böckeler: Yes, almost like doing some user research... Let's say you're the owner of the principles, and either there's (like I said) a single role or a single person that feels responsible for them, or maybe there's an architecture guild who as a group feels responsible for them, then the people on those autonomous teams - they are the users of the principles... So maybe every now and then you can do a bit of user research, like "Was this helpful for you?" or "How do you consume them? Do you even know that they're there?"
Sven Johann: Yes... We made both experiences - the good and the bad. When it comes to going to teams -- we are a very distributed team, so we visit teams and basically explain what we try to achieve... But also show that we are not perfect; that's what we think, based on our limited view... Because you know, if there are many teams, you are not in the details of everyone... "This is what we think we should do, and that's how you can do it. But what do you think about it? Do you think that works for you?" And if you have this communication style and this behavior, we could experience that people try to achieve something, and they want to work with us... And we have other examples where people show up and say "Here are the requirements. This is what you have to do. We make a status meeting every now and then, and then you have to prove that you made it right." Obviously, that didn't work.
Birgitta Böckeler: Yes, I think one of the key questions to ask is "Does this help you make decisions?" Again, if you go back to the definition - this should be a tool for guiding decision-making. So if teams are taking decisions and they're not looking at this, or they don't think it's helping them, then it's not yet helpful, right?
Sven Johann: Yes, the people who create those principles - they are kind of a service organization to the teams. I think this service organization - I learned it from someone from Google; if you want to do something at Google, you have to be this service organization and you have to prove that what you're doing is valuable to development teams, whatever you offer. And for architecture principles it's similar, I think.
Birgitta Böckeler: And then sometimes you have to acknowledge that one of them maybe is not useful, and you have to scratch it. And then for us as human beings it's very hard. We might have developed some relationship to this particular principle, because we've written all these sentences, and we thought this was a really good idea. But then we have to acknowledge to ourselves - "No, this doesn't help the team, so maybe it's not worth it", or "I have to change it."
Sven Johann: Yes, exactly. It's hard to let go... So I said that we are a service organization to teams, but who are we? So who creates those principles? I think you already mentioned a technical leader of an organization - is it a chief architect? Is it a group of people?
Birgitta Böckeler: So definitely I would say it shouldn't be one person by themselves, because for something this important that's probably never a good idea. You should always involve more people than just yourself. And yet, depending on the size of the organization, you might have a role that feels responsible for this, like the CTO, or a chief architect, or a head of technology... Or you might have a guild, where as a group you might create them.
Birgitta Böckeler: I think it's also at some point really valuable to include business or product people, because they are doing a lot of the prioritization in the backlogs of teams. Another very common problem - developers and teams complain that they don't get enough time for removing technical debt, or working on things that "just" improve the architecture, and might not have direct, obvious impact on what the users are seeing... So if you include product people in this, I think you get multiple things from that. One is that you really have to make sure that you can explain the value of this to them, which if you cannot do that, then maybe you haven't understood it enough yourself, or there's still something missing there... Because again, your ultimate goal is that the architecture serves the business, and not that it wins a beauty prize at a conference...
Birgitta Böckeler: And then if you have them on board, it also because easier for teams to talk to each other - developers and product-side - about priorities and why something is important that might be more on the technical side than a user-facing feature.
Sven Johann: I think that's really difficult. In one of our episodes we had Philippe Kruchten, one of the old, big people of software architecture, and he was also like "Yes, explaining the value of software architecture - that's always difficult." But you have to. The episode was about technical debt, and he said "In most organizations, the only way to get your technical debt paid back is create an item, put it in the backlog, and try to convince -- you have to be able to explain to a product owner, for example, why this is important. If we don't do that, then the following happens." The business needs to understand why they have to pay money to do that. I think for principles it's the same. If you can't explain it, then maybe you shouldn't do it. There are always exceptions, but in general I think it's -- there will be someone who's asking "Why are people stealing time for playing around with technology, and not implementing features?", so you really have to bring business people on board, I think.
Birgitta Böckeler: And I also think that as developers there are a lot of situations where we tend to lay around or optimize technology that maybe isn't the highest priority in that moment... And involving product people more and really being forced to discuss it with them and make them understand might actually make us realize "Oh, this is actually really not that important right now."
Birgitta Böckeler: A really great example of that I think is security. It's something that -- we're all, as non-security expert developers, kind of insecure about it as well, maybe... So there's so many things that could be secured, and then sometimes we just run at this one thing and make it really secure, and we just throw the word security out there and the product owner gets scared and says "Okay, do it." But if you do something like threat modeling not by yourself as developers, but you actually involve product people because that's an integral part of threat modeling, where you go through what are actually the potential attacks that could happen, and which of our assets could be compromised by it, which of our data stores", for example, and then you think about how probable is this, and what would actually be the damage to the business - and this is something that product people can usually evaluate a lot better than us as developers. And then involve them in that, and really evaluate all those probabilities, and so on - that helps us as a group to feel a lot less anxious about this, and really do better prioritization for the big picture, not just for that one security loophole that I happen to know a lot about, so I try to fix it.
Sven Johann: Or because I always wanted to do that...
Birgitta Böckeler: Yes...
Sven Johann: Yes, that's a good point... Especially security - it's a hole where you can throw in a lot of money by scaring people. We had the discussion on getting started with principles... It obviously takes time to distribute a principle, to explain it to all kinds of teams; if you have ten teams, you basically have a lot of work... So you cannot just start with ten principles at a time, because then everyone goes crazy, because the whole world is only about principles. So how do I prioritize principles? And what's a good size of principles to get started with?
Birgitta Böckeler: Yes, not only to get started with, but maybe for a longer time, as well. I almost wonder if ten principles - even if you start with less and then extend it to ten - might even be too much. Because as I said, my personal attitude towards principles - I see them as this change management tool, and for that, you don't want to have ten things that you focus on at the same time, right? It's usually less. So my gut tells me that maybe 3-5 are a good number to get started with. Then, of course, maybe at some point you feel like "Oh, this was useful. Let's extend it to more." But then I would maybe consider throwing some of the older ones out.
Birgitta Böckeler: So if you take that attitude towards principles, that it's for change management - like I said, others might think of it more as this governance thing, and then they might want more of these things, and they might want a more comprehensive list.
Birgitta Böckeler: So then how do you prioritize them? The first thing to have in mind would be what are the ultimate goals of my principles - again, the system qualities that I ultimately want to improve. And for that, ideally you know what your business or organization's goals are, and you know what your architecture requirements are. Or maybe a better term for architecture requirements would be cross-functional requirements.
Birgitta Böckeler: You, for example, have already thought about what in the area of security and compliance does your architecture need to fulfill; performance, or availability. So if you've already defined those things - and this exercise might actually force you to do that, because then you have to think about what your ultimate goals are - then can help you figure out what you need to focus on... Because you might realize the areas in which you are not fulfilling those requirements yet, and then you can come up with focus areas that will help you improve that.
Birgitta Böckeler: Another way to think about prioritization or to get started with prioritization is if you maybe start with kind of like a retrospective on how your software delivery is going at the moment. You think about what is going well, what is not going so well... So you come up with your strengths and your weaknesses. And then based on that, you can evaluate what is a higher priority to get rid of one of the weaknesses, for example... And what do you not have to focus on, because you're already really good at continuous delivery, for example.
Sven Johann: Yes, I think it hurts a little bit... So if your personal favorite is continuous delivery, and this works well and other areas don't work well, and then you have to say "Okay, we give up on getting even better at it, and move to something I'm not really interested in, but we really have to do it", that's also something of letting go...
Birgitta Böckeler: Yes... And it might not mean that you totally give up on getting better at something that you're already good at. It might just mean that we don't put as much focus on it. So if you have two ideas and one of them is a way to make one of your focus areas better and one of them is to do yet another tweak in the way you do continuous delivery, then maybe you spend time on the other thing.
Sven Johann: Yes, basically that's also how we do it. Different people are interested in or lead different cross-cutting concerns, and if let's say your cross-cutting concern actually works quite well already, and then take back and say "The time teams spend on architectural qualities should now be in another area, because 'my area' already works reasonably well, so we need to give other people the opportunity to improve their concerns."
Birgitta Böckeler: Yes. And one way to make that easier - let's take the example of performance. Let's say you have a public-facing website, and you have certain requirements for your performance of that website... And it might make people anxious if you say "Okay, this is not our main focus at the moment", because maybe it's good at the moment, but every day people are pushing you code, right? So anybody across like five autonomous teams who somehow can affect that website's performance might push something today that makes it worse, right? But then before you say "Okay, this is not our main focus right now", you should at least make sure that you have something in place that measures your performance regularly... So you can actually see if the changes all of those teams make to the architecture and to the code have a negative effect on it. And then when you know you have those measures in place and you actually get an alert that tells you that this is going down, then -- yes, maybe it's kind of institutionalized that way. This performance principle - you don't have to write it down separately, because you have all these things in place that make it part of your rituals, and it happens anyway.
Sven Johann: Yes, exactly. That's a good example, because that's exactly the example we have... For performance, for example, you could do all kinds of things, like automated performance tests in your continuous delivery pipeline, or nightly -- whatever... But maybe it's just enough to, let's say, have a service-level objective on performance, and have an alerting on it, and just a run book if an alert goes off, and that's it... And then people basically know what to do.
Sven Johann: Is there some sort of lifecycle of a principle? Can principles be retired? We already said that a principle can have a higher priority at the beginning, but once it works, we just lower the priority... But do we also retire principles, and say "We don't do this anymore"?
Birgitta Böckeler: That's an idea I have in my head, but I've actually never seen it happen... But that is something that I would imagine that you -- again, in this goal of principles for change management, at some point maybe you can say "Oh, this is successfully institutionalized now. We don't need it anymore." Or your architecture requirements might have changed. Your business might have changed, and you might not need it anymore. Or the details changed.
Birgitta Böckeler: As you know, I'm a consultant as well, and I usually stay with an organization 12-18 months, and I've never seen one retired. But that is a nice success criteria that I would have in my head, about a principle like "It wasn't success if you feel like you don't need it anymore."
Sven Johann: Yes, it became normal. Everyone is looking at you if you don't do it.
Birgitta Böckeler: Yes. And then throughout the life of a principle, I would say that if you have those details, like the rationale and the implications, I would also say you have to have an eye on maybe updating those implications with maybe more guidance, or more examples that happened over time, so that you have this little history or this organizational learning for each of them, and when new people come in, they can see what happened with this over time.
Sven Johann: Yes. Okay, now the last question from my side - is this for everyone? If we have multiple teams, a large organization -- I mean, it doesn't have to be large, but let's say minimum 20-30 developers; if I have 100 developers it's mandatory to have that. But do I also need principles if I just have a ten-person team which sits in one room?
Birgitta Böckeler: Good question. I think it could also help, especially for a benefit I talked about around consensus, and kind of getting on the same page about what is meant by a microservice, or what is meant by loose coupling. Of course, I don't know if you have to write down principles for that. You can maybe have those discussions in a different way... But if you have those discussions in some way, it's sometimes useful to write down what your conclusions were.
Birgitta Böckeler: Sometimes you can notice that this is missing if you feel like you're having the same conversation on the team over and over again. Every time you have to make certain decisions -- let's say you start a new service and you talk about what it's going to look like, and you feel like déjà vu all the time, like "Haven't we discussed this before?", then sometimes it helps with some of those, if you can bring it back to some basic principles, if it feels like you have to figure it out again and again. Then that might be a sign that it's worth writing some of those things down. If you call them principles or something else, that's a different story, but it might be a good label for it.
Sven Johann: Okay. Alright, so then, Birgitta, thank you for your time. I really enjoyed the conversation.
Birgitta Böckeler: Me too, thank you.
Sven Johann: Good bye.
Birgitta Böckeler: Bye.
Published with Podigee

redpajama_set_name: RedPajamaCommonCrawl


text:
import fixtures
import mock
import six

from heat.common import exception
from heat.common.i18n import _
from heat.tests import common

class TestException(exception.HeatException):
    msg_fmt = _("Testing message %(text)s")

class TestHeatException(common.HeatTestCase):

    def test_fatal_exception_error(self):
        self.useFixture(fixtures.MonkeyPatch(
            'heat.common.exception._FATAL_EXCEPTION_FORMAT_ERRORS',
            True))
        self.assertRaises(KeyError, TestException)

    def test_format_string_error_message(self):
        message = "This format %(message)s should work"
        err = exception.Error(message)
        self.assertEqual(message, six.text_type(err))

class TestStackValidationFailed(common.HeatTestCase):

    scenarios = [
        ('test_full_exception', dict(
            kwargs=dict(
                error='Error',
                path=['some', 'path'],
                message='Some message'),
            expected='Error: some.path: Some message',
            called_error='Error',
            called_path=['some', 'path'],
            called_msg='Some message'
        )),
        ('test_no_error_exception', dict(
            kwargs=dict(
                path=['some', 'path'],
                message='Chain letter'),
            expected='some.path: Chain letter',
            called_error='',
            called_path=['some', 'path'],
            called_msg='Chain letter'
        )),
        ('test_no_path_exception', dict(
            kwargs=dict(
                error='Error',
                message='Just no.'),
            expected='Error: Just no.',
            called_error='Error',
            called_path=[],
            called_msg='Just no.'
        )),
        ('test_no_msg_exception', dict(
            kwargs=dict(
                error='Error',
                path=['we', 'lost', 'our', 'message']),
            expected='Error: we.lost.our.message: ',
            called_error='Error',
            called_path=['we', 'lost', 'our', 'message'],
            called_msg=''
        )),
        ('test_old_format_exception', dict(
            kwargs=dict(
                message='Wow. I think I am old error message format.'
            ),
            expected='Wow. I think I am old error message format.',
            called_error='',
            called_path=[],
            called_msg='Wow. I think I am old error message format.'
        )),
        ('test_int_path_item_exception', dict(
            kwargs=dict(
                path=['null', 0]
            ),
            expected='null[0]: ',
            called_error='',
            called_path=['null', 0],
            called_msg=''
        )),
        ('test_digit_path_item_exception', dict(
            kwargs=dict(
                path=['null', '0']
            ),
            expected='null[0]: ',
            called_error='',
            called_path=['null', '0'],
            called_msg=''
        )),
        ('test_string_path_exception', dict(
            kwargs=dict(
                path='null[0].not_null'
            ),
            expected='null[0].not_null: ',
            called_error='',
            called_path=['null[0].not_null'],
            called_msg=''
        ))
    ]

    def test_exception(self):
        try:
            raise exception.StackValidationFailed(**self.kwargs)
        except exception.StackValidationFailed as ex:
            self.assertEqual(self.expected, six.text_type(ex))
            self.assertEqual(self.called_error, ex.error)
            self.assertEqual(self.called_path, ex.path)
            self.assertEqual(self.called_msg, ex.error_message)

class TestResourceFailure(common.HeatTestCase):
    def test_status_reason_resource(self):
        reason = ('Resource CREATE failed: ValueError: resources.oops: '
                  'Test Resource failed oops')

        exc = exception.ResourceFailure(reason, None, action='CREATE')
        self.assertEqual('ValueError', exc.error)
        self.assertEqual(['resources', 'oops'], exc.path)
        self.assertEqual('Test Resource failed oops', exc.error_message)

    def test_status_reason_general(self):
        reason = ('something strange happened')
        exc = exception.ResourceFailure(reason, None, action='CREATE')
        self.assertEqual('', exc.error)
        self.assertEqual([], exc.path)
        self.assertEqual('something strange happened', exc.error_message)

    def test_status_reason_general_res(self):
        res = mock.Mock()
        res.name = 'fred'
        res.stack.t.get_section_name.return_value = 'Resources'

        reason = ('something strange happened')
        exc = exception.ResourceFailure(reason, res, action='CREATE')
        self.assertEqual('', exc.error)
        self.assertEqual(['Resources', 'fred'], exc.path)
        self.assertEqual('something strange happened', exc.error_message)

    def test_std_exception(self):
        base_exc = ValueError('sorry mom')
        exc = exception.ResourceFailure(base_exc, None, action='UPDATE')
        self.assertEqual('ValueError', exc.error)
        self.assertEqual([], exc.path)
        self.assertEqual('sorry mom', exc.error_message)

    def test_std_exception_with_resource(self):
        base_exc = ValueError('sorry mom')
        res = mock.Mock()
        res.name = 'fred'
        res.stack.t.get_section_name.return_value = 'Resources'
        exc = exception.ResourceFailure(base_exc, res, action='UPDATE')
        self.assertEqual('ValueError', exc.error)
        self.assertEqual(['Resources', 'fred'], exc.path)
        self.assertEqual('sorry mom', exc.error_message)

    def test_heat_exception(self):
        base_exc = ValueError('sorry mom')
        heat_exc = exception.ResourceFailure(base_exc, None, action='UPDATE')
        exc = exception.ResourceFailure(heat_exc, None, action='UPDATE')
        self.assertEqual('ValueError', exc.error)
        self.assertEqual([], exc.path)
        self.assertEqual('sorry mom', exc.error_message)

    def test_nested_exceptions(self):
        res = mock.Mock()
        res.name = 'frodo'
        res.stack.t.get_section_name.return_value = 'Resources'

        reason = ('Resource UPDATE failed: ValueError: resources.oops: '
                  'Test Resource failed oops')
        base_exc = exception.ResourceFailure(reason, res, action='UPDATE')
        exc = exception.ResourceFailure(base_exc, res, action='UPDATE')
        self.assertEqual(['Resources', 'frodo', 'resources', 'oops'], exc.path)
        self.assertEqual('ValueError', exc.error)
        self.assertEqual('Test Resource failed oops', exc.error_message)

redpajama_set_name: RedPajamaGithub


So far dduwebsites_tz92b276 has created 5 blog entries.
Hero or Villain! That's Your Choice!
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text:
PLA Navy hospital ship completes first medical mission in South China Sea
2022-10-11 08:59:51CGTN Editor : Xue Lingqiao ECNS App Download
A Chinese People's Liberation Army (PLA) Navy hospital ship recently completed its first medical mission after its medical crew treated thousands of officers and soldiers stationed on 13 Xisha and Nansha islands and reefs in the South China Sea.
Named Youhao, which means "friendship" in English, the hospital ship returned to Zhanjiang Port in south China's Guangdong Province after completing an 18-day voyage covering 4,000 nautical miles.
The 40-member medical team, comprising experts from the First Naval Hospital of the Southern Theater Command, provided medical services to more than 5,000 people and carried out more than 60 surgeries during the mission.
"The arrival of the hospital ship not only helped to fix my foot pain but also gave me a full physical examination. So I no longer need to worry about my health. It did a great and significant favor for officers and soldiers stationed on the islands and reefs," said Liang Guodong, a serviceman, thanking the medical workers.
The team overcame the discomfort of seasickness and heat, working from morning to night to provide health checkups and psychological consultations to military personnel in need.
"Through this medical tour, I witnessed the hardships experienced by the officers and soldiers stationed on the islands and reefs and their expectations for medical services from us. It strengthens our determination to serve their health needs," said Wang Li, a nurse from the First Naval Hospital of the Southern Theater.
The doctors also used health information gathered from the health checkups to analyze the common diseases found among military personnel stationed there to provide better health services. The ship will continue to carry out routine medical consultations for residents, military personnel, fishermen and merchant ships in the South China Sea.
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Irrigation projects get world heritage designation
Xinjiang celebrates bumper harvest of chilli peppers
Cradle of Civilization: Majiayao Site
3 economists share 2022 Nobel Prize in Economics
Tighter tech curbs come with a sting
Cold War mentality remains biggest threat to world peace, stability: Chinese envoy
Russia launches missile strikes on Ukraine in retaliation for Crimean Bridge blast
5.6-magnitude quake hits waters off Taiwan: CENC


text:
Commensurate with Experience jobs in Fargo
Fargo, North Dakota 8
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Assistant Dean for Student Success
North Dakota Statue University
Assistant Dean for Student Success is responsible for enhancing the academic education of our students through the development and oversight of...
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Assistant Professor in Construction Management and Engineering
Position: The Department of Construction Management and Engineering (CM&E) at North Dakota State University (NDSU) invites applications for one...
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Assistant/Associate Professor - Food Processing Specialist
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The Department of Agribusiness and Applied Economics invites applications for a tenure track position at the Assistant/Associate Professor level...
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Assistant Professor of Child Development
Position Description North Dakota State University's Department of Human Development and Family Science invites applications for a...
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text:
The 10 Best Cars From The New York Auto Show
By: Jack Sackman
Via roadandtrack.com
This year marks the 117th edition of the New York International Auto Show, which has been taking place each spring since 1900, and this year's show has not disappointed. A number of impressive muscle cars, SUVs, and electric cars are on display in the Big Apple this week. In all, nearly 1,000 cars and trucks are being showcased at the New York Auto Show, which runs until April 23rd. Here's a look at some of the best cars and biggest trends being featured this year.
10. Lincoln Navigator
Ford unveiled the first new Lincoln Navigator SUV in a decade at this year's New York Auto Show, and it definitely turned heads. The Navigator was the leading full-size luxury SUV two decades ago, but Ford had let the brand languish for ten years as the company focused on small and mid-sized SUVs. But now, the Navigator is back and seemingly better than ever. True to its roots, the new Navigator is focused on all manner of luxury, and contains lots of cool features and technology. For example, when a person approaches the new Navigator, the headlights literally "wink" hello. The interior of the SUV is roomy and contains many comfort features, notably 30-way heated and cooled power front seats, and twin rear video screens and a built-in 4G LTE WiFi system.
9. Nissan Rogue Dogue
Throwing a bone to dog owners, Nissan unveiled a new SUV that is aimed squarely at people who love their dogs. Called the Nissan Rogue Dogue,it has a number of features aimed at Fido, including clip-in harnesses and non-spill water dispensers, as well as a ramp that makes it easy for the family dog to enter and exit the SUV. Nissan seems to have thought of everything with this new SUV, even going so far as to build in a doggie shower and drying system into the vehicle. Marketed as a "special edition" SUV, it remains to be seen how popular this dog-focused SUV will be with pet owners. But it certainly has novelty appeal and garnered a lot of attention at the auto show.
8. Subaru Ascent
Still referring to it as a "concept" only, Subaru displayed its Ascent SUV in New York, the largest vehicle it has ever designed. A three-row SUV that promises to have plenty of room and comfort, the Ascent also has many luxury features. Subaru sees this vehicle as being the one to help it compete in the highly competitive full-sized SUV market when it rolls off the production line in 2018. Company executives have promised that the Ascent will be lavish in style and well-equipped with technology, including a rear entertainment system designed to keep the family happy while parents drive. Plans are for the Ascent to be built at Subaru's production plant in rural Indiana.
7. Honda Clarity
Honda is keeping its focus squarely on the environment, introducing three models of its green machine, the Clarity FCV sedan. One of only a few hydrogen-powered fuel-cell vehicles currently available in the U.S., the Clarity is mostly being sold and used in the State of California, because of a lack of hydrogen infrastructure elsewhere in North America. In an effort to help the Clarity catch on and overcome the infrastructure problem, Honda announced this week that it is manufacturing two additional versions of the Clarity to appeal to different segments of the green machine market: the Clarity Electric, a pure battery-electric vehicle with a modest 80 mile range per battery charge, and the Honda Clarity Plug-in Hybrid, which can travel up to 40 miles on a single battery charge before its internal combustion engine fires up, letting the Clarity continue on while there's gas in the tank.
6. Ford Hybrid Police Cars
One of the biggest stories at this year's New York Auto Show has to be the new line of hybrid police cars unveiled by Ford. The Ford Police Responder Hybrid sedan, which has been adapted from the popular Ford Fusion Hybrid car, has a 2.0L Atkinson-cycle engine that hosts a lithium-ion battery and electric motor. This makes the hybrid Responder very economical. It gets 38 miles per gallon of gas, which is quite impressive compared to the 18 miles per gallon of gas used by most conventional Ford Police Interceptors. Ford said in a news release that the new hybrid police cars should save local law enforcement departments about $4,000 a year in gas based on a vehicle that drives 20,000 miles per year, runs two shifts per day, 365 days per year, idles 4.9 hours per 8-hour shift, and is fueled at an average gas price of $2.50 per gallon.
5. Venturi Buckeye Bullet 3
One of the most impressive vehicles being showcased in New York is the world's fastest electric car. Called the "Buckeye Bullet 3," this electric car was manufactured by Ohio State University's Center for Automotive Research and Venturi Automobile, a boutique European electric car maker. How fast can this car go? The 38-foot long carbon fiber car has reached a record breaking top speed of 358 miles per hour. This speed record was made possible thanks to 80 lithium ion batteries and four electric motors that, combined, generate 3,000 horsepower. Developers behind the Buckeye Bullet 3 have been showing the car off to New York area students, and have said in interviews that their goal is for the electric car to eventually surpass 400 miles an hour.
4. Toyota FT-4X SUV
Toyota showed that it is serious about expanding further into the SUV market in an effort to capitalize on the renewed popularity of utility vehicles, particularly in the United States. In New York, Toyota unveiled a concept for its new FT-4X SUV, a sturdy looking sport utility vehicle that the company says is aimed at urban road warriors and millennials who want something rugged and tough that is still compact and nimble enough to drive on urban streets. Essentially, the new FT-4X is designed to be used in the city during the week and then in the wilderness during the weekend. According to Toyota, FT-4X stands for "future truck, all-wheel-drive." Nifty features included with this vehicle are a center armrest that conceals a sleeping bag, dome lights that transform into flashlights, and a back hatch that swings open like twin barn doors.
3. Mercedes-AMG GTR
While it normally focuses on showing off its performance sedans, this year Mercedes-Benz took the opportunity in New York to focus attention on a new sub-brand of race cars it has developed. Called the Mercedes-AMG GTR, the performance race car was developed as part of Mercedes' new sub-brand labeled AMG, which was started by two former employees who wanted to make faster Mercedes race cars. Now, there are AMG versions of almost every Mercedes model. But in New York, the executives and engineers at AMG were showing off a track-ready version of the GT coupe. The Mercedes-AMG GTR can produce 577 horsepower and create 520 pound feet of torque while reaching 200 miles per hour with ease. Another sign that this year's New York Auto Show is all about the horsepower under the hood.
2. Lucid Air
Tesla Motors may have surpassed GM to become the world's most valuable auto maker, but there are clear signs at the New York Auto Show that Tesla will be facing some stiff competition in the electric car market. This point was driven home by the display of the Lucid Air, an electric car that is aimed squarely at Tesla, and is expected to be in full production by 2019. Boasting a 113-kilowatt-hour lithium-ion battery, executives at Lucid Motors said that they anticipate the Air to have a range of more than 400 miles on a single battery charge. Additionally, the twin electric motors under the hood of the Lucid Air can produce 1,000 horsepower, enough to hit 60 miles per hour in about three seconds. A prototype of the Lucid Air recently reached an impressive 217 miles per hour – proving that when it comes to electric cars, the focus remains on power. Inside, the Lucid Air is roomy and comfortable, with more interior space than a Mercedes-Benz S-Class. Plus, the Lucid Air is loaded with high-tech features, including a laptop computer-sized touch screen display monitor that allows the driver to operate most of the vehicle's functions with the touch of a finger. The Lucid Air is expected to sell for about $60,000.
1. Dodge Demon
It wasn't just the ominous name that had people at the New York Auto Show checking out the new Dodge Demon. Automotive journalists, industry executives, and the adoring public have been impressed by the fact that the Demon is the quickest factory-built model ever, producing an incredible 840 horsepower and reaching 60 miles per hour in just 2.3 seconds. If that weren't enough, the Demon also has the distinction of being the first street-legal production car certified by the Guinness Book of World Records as being capable of performing a wheelie. Originally designed for race tracks, the Demon is also capable of being used on conventional roads and highways. However, potential buyers should take note that the Dodge Demon comes with only a driver's seat in the base model. Passenger and rear seats need to be specially ordered separately.
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Next message: Daniel Shields: "Re: REL and REV attributes (Was: More comments on HTML 3.0)"
Previous message: ts: "Re: color text?"
> don't follow the HTML deliberations?
or to cite them other than as "work in progress."
for rigorous discussion of characters and their digital representations.
characters, and giving each of them a number.
integers, and whose range is a set of characters.
on math and logic[SET] and Douglas Hofstadter's fascinating book [GEB] .
range is a set of characters.
are understood to mean the same thing by a community of people.
[Lee] , and so the inverse is not a function in the general case.
A set of characters; that is, the range of a coded character set.
to represent it as a sequence of octets (bytes).
equivalent to a text entity.
Here is some normal text.
Here is a 10646 numeric character reference ঀ.
characters, as per iso-2022-jp .
reference ঀ is resolved with respect to ISO10646.
sets, each of which is a subset of the repertoire of ISO10646.
entity encoded with ISO-2022-JP .
type is "text/plain; charset=US-ASCII" and whose body is OS'.
the various algorithms to encoded sequences of characters, i.e.
The idea for the title of this document actually came from John Klensin.
provided invaluable aid in understanding the SGML standard.
Information Interchange. Standard ANSI X3.4-1986, ANSI, 1986.
ISO 8859-5, 1988. Part 6: Latin/Arabic alphabet, ISO 8859-6, 1987.
Latin/Hebrew alphabet, ISO 8859-8, 1988. Part 9: Latin alphabet No.
Standard Generalized Markup Language (SGML), 1986.
[Lee]Private communication with Liam Quin, from SoftQuad.
This document is an Internet-Draft. Internet-Drafts are working documents of the Internet Engineering Task Force (IETF), its areas, and its working groups. Note that other groups may also distribute working documents as Internet-Drafts.
To learn the current status of any Internet-Draft, please check the "1id-abstracts.txt" listing contained in the Internet-Drafts Shadow Directories on ftp.is.co.za (Africa), nic.nordu.net (Europe), munnari.oz.au (Pacific Rim), ds.internic.net (US East Coast), or ftp.isi.edu (US West Coast).
Distribution of this document is unlimited. Please send comments to the HTML working group (HTML-WG) of the Internet Engineering Task Force (IETF) at <html-wg@oclc.org>;. Discussions of the group are archived at http://www.acl.lanl.gov/HTML_WG/archives.html.
The term character set is often used to describe a ditigal representation of text. ASCII is perhaps the most widely deployed representation of text, and in the interest of interoperability, information systems on the Internet traditionally rely on it exclusively.
The Multipurpose Internet Mail Extensions (MIME) introduces Internet Media Types, including text representations besides ASCII. The Hypertext Markup Language (HTML) used in the World-Wide Web is a proposed Internet Media Type. But HTML is also an application of Standard Generalized Markup Language (SGML).
In the MIME and SGML specifications, the discussion of characters representation is notoriously complex, and apparently subtly inconsistent or incompatible. This document presents a collection of terms intended to reconcile the two specifications and serve as a basis for rigorous discussion of characters and their digital representations.
The term character set is often used to describe a ditigal representation of text. The specification of such a representation typically involves identifying a sufficiently expressive collection of characters, and giving each of them a number.
In conventional mathematics terminology then, a "character set" is not just a set of characters, but a function whose domain is a set of integers, and whose range is a set of characters.
Some standards documents, including the SGML standard, make little or no use of such conventional mathematical terms as function, domain and range. Perhaps the authors of those documents intend the documents to be comprehensible without a prior understanding of mathematics. But the expectation that notions such as the conformance of an SGML document or SGML system can be understood without an understanding of basic logic and mathematics seems absurd.
And as we demonstrate below, these notions can be captured in the same simple terminology used to define most classical mathematics and computer science, the logic of Zermelo-Frankel set theory, dating back to 1908.
The terms set, element, union, and intersection are introduced to students as young as five years of age. The notions of proof, axioms, rules of inference, and theorems, are taught in introductory geometry and rhetoric classes.
Every aspect of this book was influenced by the desire to present calculus not merely as a prelude to but as the first real encounter with mathematics. Since the foundation of analysis provided the arena in which modern modes of mathematical thinking developed, calculus ought to be the place in which to expect, rather than avoid, the strengthening of insight with logic. In addition to developing the students' intuition about the beautiful concepts of analysis, it is surely equally important to persuade them that precision and rigor are neither deterrents to intuition, nor ends in themselves, but the natural medium in which to formulate and think about mathematical questions.
This document is not intended as the first real encounter with mathematics. But neither will we make any effort to avoid or apologize for mathematical terminology. The reader is referred to the large body of literature on logic and set theory, including Douglas Hofstadter's fascinating book[GEB].
A function whose domain is a subset of the integers, and whose range is a set of characters.
Note that by the term character, we do not mean a glyph, a name, a phoneme, nor a bit combination. A character is simply an atomic unit of communication. It is typically a symbol whose various representations are understood to mean the same thing by a community of people.
It might seem more intuitive to map from characters to integers, rather than the way it is defined here. But in practice there are some coded character sets that assign two different numbers to the same character[Lee], and so the inverse is not a function in the general case.
An integer. A coded character set and a code position from its domain determine a character.
The only practical means for exchanging information on the Internet is to represent it as a sequence of octets (bytes).
a pair (T, OS) where T is an Internet Media Type and OS is a sequence of octets.
encode (char . rest) = (d  (char) div 256) .
But in practice, the general case is more complex. One popular optimization for the common case of code positions below 128 is to reserve bit 7 of the first octet that represents a character as a flag bit, and omit the zero byte if it is clear. Escape sequences are another popular optimization. The representation of a sequence of characters is not generally as simple as representing each character as some octets and concatenating them.
a function whose domain is the set of sequences of octets, and whose range is the set of sequences of characters over some character repertoire.
Note that for some encoding schemes, a single sequence of characters may have more than one representation, i.e. it inverse of the function is not necessarily unique. But for every sequence of characters over the repertoire, some representation as a sequence of octets is guaranteed to exist.
In this terminology, the charset parameter on text/* Internet Media Types refers to a character encoding scheme, whereas an SGML document character set names a coded character set.
A message entity of type text/* is equivalent to a text entity: the charset parameter of the Internet Media Type refers to a character encoding scheme, which maps the octets of the message enitity to a sequence of characters, i.e. a text entity.
An SGML document is a set of entities, one of which is a text entity called the document entity. The document entity includes an SGML declaration, which indicates the document character set[sic], among other things.
But the US-ASCII character encoding scheme is actually sufficient to represent all SGML documents (except those rare documents that use characters outside the repertiore of ISO-646-IRV for markup).
Suppose we have an SGML document D whose document character set is the coded character set ISO10646. We find the document entity DE in the form of sequence of octets OS in a disk file, encoded using the Unicode-UCS-2 character encoding scheme.
Hence, we can represent the document D as a message entity whose content type is "text/plain; charset=US-ASCII" and whose body is OS'.
@@ more on why mixing character encoding schemes and coded character sets arbitrarily (given their repertoires intersect appropriately) may be possible, but in practice it's not a good idea: a convention for mapping character encoding schemes to coded character sets should be deployed.
The idea for the title of this document actually came from John Klensin. The notion of character encoding scheme was inspired by the MIME specification by Ned Freed. James Clark, Ed Levinson, and several other members of the MIMESGML working group collaborated in discussions leading up to this draft. Liam Quin (sp?) from SoftQuad and Gavin Nicol from EBT have provided guidance on these issues in the past. Erik Naggum has provided invaluable aid in understanding the SGML standard.
N. Borenstein and N. Freed. "MIME (Multipurpose Internet Mail Extensions) Part One: Mechanisms for Specifying and Describing the Format of Internet Message Bodies." RFC 1521, Bellcore, Innosoft, September 1993.
US-ASCII. Coded Character Set - 7-Bit American Standard Code for Information Interchange. Standard ANSI X3.4-1986, ANSI, 1986.
ISO 8859. International Standard -- Information Processing -- 8-bit Single-Byte Coded Graphic Character Sets -- Part 1: Latin Alphabet No. 1, ISO 8859-1:1987. Part 2: Latin alphabet No. 2, ISO 8859-2, 1987. Part 3: Latin alphabet No. 3, ISO 8859-3, 1988. Part 4: Latin alphabet No. 4, ISO 8859-4, 1988. Part 5: Latin/Cyrillic alphabet, ISO 8859-5, 1988. Part 6: Latin/Arabic alphabet, ISO 8859-6, 1987. Part 7: Latin/Greek alphabet, ISO 8859-7, 1987. Part 8: Latin/Hebrew alphabet, ISO 8859-8, 1988. Part 9: Latin alphabet No. 5, ISO 8859-9, 1990.
ISO 8879. Information Processing -- Text and Office Systems -- Standard Generalized Markup Language (SGML), 1986.
Private communication with Liam Quin, from SoftQuad.


Is it possible to create custom REST web service in community edition?
for the first case, why when running the simulation, the process continued until past the end of the simulation of the duration of time that has been determined, and even continued not stop?
and for the second case, everything is going well, except that there is no waiting time shown for the each task?
I'm trying to deploy the bonita 7.3 community edition on a tomcat 7 contained into an ubuntu 16.
However i'm getting the following error while trying to start the tomcat container.
How to use loggedUserId in Bonita 7.2.3?
My problem is simple. I need to get the userId of the currenty user "performing" the script activity. In the documentation says that loggedUserId is among the provided variables, but it's not in the provided variables in the groovy script editor. I'm using the Community Edition.
How can i get the id?
Read more about How to use loggedUserId in Bonita 7.2.3?
In a process, users can submit a request with attachments.
Then, they can edit the request and add/remove attachments.
When the process is finished (i.e. archived), we see all attachments included those removed there.
How can I definitively remove attachments ?
I wanna improve the Portal search field to filter particular values in cases and display the result.


text:
Cylance Adds Former Akamai, Kofax Executives to Leadership Team
Artificial intelligence-based advanced endpoint threat detection solutions provider Cylance adds former Akamai & Kofax executives to its leadership team.
by Dan Kobialka • Apr 2, 2018
Cylance, which provides artificial intelligence-based threat detection solutions, has named Grant Johnson as its chief marketing officer and Kumud Kalia as its chief information officer.
The company also has promoted Eric Cornelius, its VP of innovation, to serve as its chief product officer, according to a prepared statement.
Johnson is expected to lead Cylance's global marketing strategy and execution, the company said. Prior to joining Cylance, he served as CMO at Kofax, a robotic process automation company, and held senior marketing roles at Pegasystems, Guidance Software, FileNet (which was acquired by IBM in 2006), FrontBridge (which was acquired by Microsoft in 2005) and Symantec.
Kalia now is responsible for the strategy, implementation and management of the infrastructure and applications that support Cylance's business processes and growth, the company noted. He joins Cylance from content delivery network provider Akamai, where he served as the company's CIO, and has over 30 years of experience scaling IT systems for high-growth companies.
Cornelius will drive product development and innovation and continue to lead Cylance's product management and corporate development teams, according to the company. He initially joined Cylance in 2012 as head of critical infrastructure and incident response under the company's services team and was deputy director and chief technical analyst for the Control Systems Security Program at the U.S. Department of Homeland Security (DHS).
Cylance Continues to Bolster Its Leadership Team
The appointments of a CMO, CIO and CPO are among several recent moves to bolster Cylance's executive leadership team.
Cylance in January appointed Chris Scanlan as its SVP of North America sales. Scanlan most recently served as SVP of worldwide sales at cybersecurity solutions company Optiv Security.
Furthermore, Cylance in December named Rahul Kashyap as its global chief technology officer. Kashyap previously served as EVP of products at virtualization technology startup Bromium and led worldwide threat research at McAfee Labs.
Cylance: Here's What You Need to Know
Cylance offers CylancePROTECT, a platform that blends machine learning and AI to help organizations identify and address cyber threats. CylancePROTECT quickly detects threats, Cylance stated, and prevents malicious code from executing on a targeted system.
In addition, Cylance applies AI to endpoint protection and endpoint detection and response (EDR), the company indicated. By doing so, Cylance helps organizations stop data breaches, meet regulatory requirements and optimize their security resources.
Cylance recorded 177 percent year-over-year revenue growth and surpassed $100 million in trailing 12-month revenue in 2017, based on generally accepted accounting principles (GAAP), according to the company. Meanwhile, Cylance technology has been deployed on over 10 million endpoints and protects hundreds of enterprises worldwide.
All Cylance News, Analysis and Research


Crowood Sports Guides provide sound, practical advice that will make you into a better sportsperson, whether you are learning the basic skills, discovering more advanced techniques or reviewing the fundamentals of your sport. Contents include; choosing a bike and getting started in the sport; clothing, shoes and equipment; detailed coverage of core techniques for all forms of mountain biking, including body positioning, climbing, cornering and braking; techniques specific to trail riding and sections on improving your skills; tips for training and how to solve common riding problems; guide to maintaining your bike to prolong its life and keep the rider safe; trail-side repair techniques; nutrition and fitness, including hydration requirements; guide to the main race events, starting out in racing and what happens on a race day. Superbly illustrated with over 200 colour photographs.
The Mojave Sidewinders is the largest gay MC club in Southern California. They're also one-percenters, which makes them alluring to those looking for trouble and a danger to those making it. Luc Zero' Villarojas has been a brother ever since the club's prez took him in as a runaway. At thirty-four years of age, he's content to ride his hog, chase tail and run his tattoo and piercing parlor, Zero to Sixty. Dylan has had to take care of himself since his aunt died when he was still a teen. Even though he's barely twenty-two years old, the small spitfire has made his way in the world as best as he can and has even started his own would-be investigative agency. He's proud of himself, even if his agency is on the edge of town in a ramshackle building. Working his first big case involving a missing young man, Dylan barges into Road Rage, the Mojave Sidewinder's exclusive bar, and starts asking questions. When it looks as though he's about to get beaten up, a large, muscled biker covered in ink comes to his aid. Dylan's incredibly attracted to himeven if Zero is pretty scary and Dylan's still a virgin. But is there something Zero knows about the missing man that he's hiding? And is Dylan in more danger than he realizes?
Everything you need to know about cycling with children--best gear, when to start, safety tips, and more!
Avid biker and experienced travel writer Ann Marie Brown knows the best places to cycle in Northern California, from steep ocean-front rides to meandering, scenic trails through Sonoma and Napa. Moon Northern California Biking guides seasoned riders and beginning bikers to the best trails, paths, and roads throughout the San Francisco Bay Area, Tahoe, Yosemite, and Northern California wine country. Complete with elevation charts, route maps, and options to extend or shorten each route, as well as information on bike shops, riding clubs, and bike organizations throughout the region, Moon Northern California Biking gives bicyclists the tools they need to create a more personal and memorable experience.
Detailed descriptions and maps of forty of the best bicycle rides in Ohio, from easy afternoon jaunts to multi-day tours.
Thetake-alongresource formountain biking tips and skills.
From this newly revised book, cyclists can expect exhaustive and comprehensive trail descriptions of more than 50 of the state's greatest mountain bike adventures, from beginner to advanced. It's not just a mountain bike guide to Colorado. It's a guide to Colorado by mountain bike.
After taking readers down the Appalachian Trail, Paul Stutzman brings them on a new adventure, biking from Neah Bay, Washington, to Key West, Florida, encountering fascinating people along the way.


Colin Cargill, Photographer - General, listed under "Photographer - General" category, is located at 24 Choonda St Cranbrook QLD, 4814, Australia and can be reached by 0747756283 phone number. Colin Cargill has currently 0 reviews.
Browse all Photographer - General in Cranbrook QLD.


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Retailers Applaud Circuit Court Decision Rejecting VISA/MasterCard Settlement
June 30, 2016 -- The Retail Industry Leaders Association (RILA), issued the following statement in response to a ruling from the U.S. Second Circuit Court of Appeals to throw out a grossly flawed settlement of antitrust litigation that had been filed to shine light on the illegally anti-competitive practices that Visa, MasterCard and the major banks use to set the fees that merchants -- and ultimately consumers -- pay on all credit and debit card transactions. As a member of the class, RILA formally opted out and objected to the settlement in 2014.
"RILA enthusiastically welcomes the circuit court's decision to throw out this harmful settlement," said Deborah White, executive vice president and general counsel. "Quite simply, the settlement orchestrated by the card networks and banks would have undermined merchants' legal rights forever and would have allowed Visa and MasterCard to impose higher and higher swipe fees with impunity. Today's decision is a victory for all merchants and consumers."
Specifically, the court concluded that "the class plaintiffs were inadequately represented in violation of Rule 23(a)(4) and the Due Process Clause. Accordingly, we vacate the district court's certification of this class action and reverse the approval of the settlement."
In a concurrence to the court's decision, Judge Pierre Leval said, "This is not a settlement; it is a confiscation."
RILA, along with a majority of the named class plaintiffs and many more within the merchant community, has argued that the settlement fails to address the anti-competitive practices that were the genesis for the lawsuits and denies merchants their right to challenge these practices ever again in court. Specifically, RILA argued that the terms of the settlement:
Lock in the Visa/MasterCard duopoly,
Provide no relief from interchange rate setting or other rules,
Denies all current and future retailers their right to bring future legal action related to interchange rules and rate setting, among other things, against Visa, MasterCard and the banks, and
Could limit emerging innovations that can bring meaningful competition to the marketplace, such as mobile payments.
Retailers Applaud Circuit Court Decision Rejecting...
A Scary Peek Into Square's New Privacy Policy
Retailers to FTC: PCI DSS part of an 'anticompetit...
Cloud Vs. On-Premise Sales Tax Solutions
50 States. 50 Sales Tax Rules. 100% Frustrating.


What do you get when you combine the soul of a musician with the mind of a writer? Copy that sings. And for the last decade, that's precisely what Paul has delivered for global brands, bootstrap startups, and everything in between. When he's not hard at work crafting top-notch communications, you can find Paul hanging with his wife and two young daughters, singing and playing guitar for The Vice Rags, or roaming the streets in search of the nearest slice of pizza.


text:
Law & Public Safety
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Bias Incident Offense Report 2013
State of New Jersey. Division of State Police (West Trenton, N.J.: Department of Law and Public Safety, Division of State Police, Uniform Crime Reporting Unit, 2014)
Release Outcome 2009: A Three Year Follow Up
New Jersey. Juvenile Justice Commission (The Commission, 2010)
NJGUNStat
New Jersey State Police (Trenton, N.J.: New Jersey State Police, 2018-04)
2016 Annual Report
New Jersey. Department of Law and Public Safety, Office of the Attorney General, Division of Criminal Justice (Trenton, N.J.: Department of Law and Public Safety, Office of the Attorney General, 2017)
Annual Report Concerning Assault Firearms
New Jersey. Department of Law & Public Safety (New Jersey. Department of Law and Public Safety, 2005)
Attorney General Law enforcement directive no. 2004-4: Standardization of External Audits of County Prosecutor's Office Forfeiture Funds
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Theory Of Knowledge "The main reason knowledge is produced is to solve problems.
AnthonyTuition is an established and leading H2 Maths Tuition class in Singapore. Founded in 2010, it has a proven track record and effective pedagogy in guiding zstudents to success at the GCE 'A' Level Examination.


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HEALTHTAC West: August 20-22, 2023
Jan 21, 2023 — 1 min read
HEALTHTAC® features two days of thought-provoking panel discussions, high-level relationship building, and private meetings between C-Level executives and vendor partners focused on all aspects of senior living. HEALTHTAC offers a wide array of products and services to furnish and operate independent, assisted living and memory care communities, as well as skilled nursing/rehabilitation centers.
From unparalleled events with industry-leading speakers to inspirational digital content, webinars and mission-driven initiatives, HLTH creates a unique marketplace for the health community leading the dialogue and development of a better health ecosystem.
Date: August 20-22, 2023
Registration: Learn more and register here
Join leading healthcare innovators and investors at the 2nd Annual Digital Healthcare Innovation Summit (DHIS) in La Jolla, CA. We'…
Senior housing and care leaders are convening in San Diego to discuss new opportunities that provide better outcomes of care…
HEALTHTAC® features two days of thought-provoking panel discussions, high-level relationship building, and private meetings between C-Level executives and vendor partners…


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ITI LAUNCHES NEW SURVEY ON DIGNITY IN THE WORKPLACE
"Your voice matters and we want it to be heard"
Irish Theatre Institute
#SpeakUpAction
Irish Theatre Institute today launched the Speak Up ACTiON Survey, a new online survey of arts workers and their workplace experiences. The survey will gather clear information from those in the sector on their personal knowledge of Dignity in the Workplace, so that Irish arts workspaces can be improved for everyone.
Speak Up ACTiON is the first step in Phase II of Irish Theatre Institute's Speak Up programme. This is a follow-up to 2018's Speak Up & Call It Out Programme – Safeguarding the Future of Irish Theatre, a sector initiative led by Irish Theatre Institute (ITI) and supported by the Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media, the Arts Council, and the Irish Theatre sector. The survey is a cross arts sector initiative recognising that issues exist across a number of artforms. This new survey will inform policy and provide supports and training to create a safe and dignified workplace for all engaged in the Arts in Ireland. It will provide an overview of incidents, frequency, type and context of bullying, harassment, sexual harassment and other experiences of artists and arts workers across all publicly funded artforms.
In parallel with the survey, a suite of training tools is being developed for arts organisations to utilise, in order to build awareness of such issues and how to respond effectively to them.
"Any abuse of power damages people's lives, personally and professionally, individually and collectively. The arts communities are places where people with diverse skills, backgrounds, ages and genders work together in a spirit of collaboration and co-operation. This must be supported," said Catherine Martin TD, Minister for Tourism, Culture, Arts, Gaeltacht, Sport and Media. "And we must provide new initiatives that- once and for all- inform policy and provide supports and training to create a safe and dignified workplace for all engaged in the arts. This survey sets out to get clear information and responses from artists and workers in the arts about their experiences with a view to improving these for everybody. I strongly urge our art communities to take part and complete this survey".
Siobhán Bourke of Irish Theatre Institute said "The purpose of this survey is to provide a robust analysis of what people have experienced in their working lives. Through our collaborative relationships with artists, artist groupings and Resource Organisations, we are mindful of myriad conversations that continue to happen online and offline about the experiences of people working across the arts. This survey will give us a clear indication as to what is really happening and how future interventions may be shaped."
The Speak Up ACTiON Survey, which should take around 10 minutes to complete, can be accessed here. The anonymous survey will remain open for four weeks, with the first analysis due in June 2021. A Findings Report with further detail will follow in Autumn 2021.
Please send any enquiries to info@irishtheatreinstitute.ie.
Please note, ITI has endeavoured to ensure that the survey is fully accessible. If you would like to access a PDF copy of the survey please find it below, If you should encounter any difficulties, please email info@irishtheatreinstitute.ie and a member of the team will be in touch.
Speak Up ACTiON Survey (PDF)
Pdf | 328KB


The above information about Sameka Dental, located at the address 500 E Broadway, South Boston, MA, is accurate and has been gathered from open sources. To contact the company via phone and get all the necessary information, call (617) 268-2333. You may visit the website http://www.samekadental.com/ to obtain additional information about the company.
If you wish to personally visit the office, enter the following GPS-coordinates into your car navigation system: 42.33567800, -71.04457800.
Information about the company is also available by visiting on the following categories on this website: Cosmetic Dentistry, Dental Clinics, Dentists, Oral Surgeons, Orthodontists, Periodontists, Dental Care, Plastic Surgeons, Health Clubs.
Near this company, there are 5 similar companies that may be of interest to you. The closest company is called Arcieri Michael F and is located at a distance of 0.1983 miles; 0.3192 kilometers. The company farthest away is called Gentle Dental and is located at a distance of 0.2711 miles; 0.4362 kilometers away.


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Q: How to use conditional statement to check whether array equal to a row of matrix? I have an array of int type, I want check that if all elements of this array are equal to the elements of i-th row of m×n matrix. For example:
array={5,0,2,3};

and
matrix={{1,3,2,2}{5,0,2,3}{2,1,2,9}};

so if
array[j] = matrix[i][j];

for all j=0,1,2 then
print("the wanted i is: "+i);

I have written this code:
public static void main(String[] args){
    int i, j, m=3, n=4;
    int[][] A0 = {{0,2,2,5},{2,0,3,1},{0,2,0,5}};
    int[] A={0,2,0,5};
    int seq = 0;
    for(i=0;i<m;i++){
       for(j=0;j<n;j++){
          if(A[j] != A0[i][j]){
             break;
          }
          seq= i;
       }
    }
    System.out.print(seq);
}

But its not work well because it always continue checking until final row.
Is there is any other better idea? Many thanks.

A: First of all,
if any value is different in a row,
then you want to skip to the next iteration of the outer loop.
You can do that by giving the outer loop a label,
and the continue statement.
Secondly,
as soon as you found a row where all values match,
you can break out of the outer loop.
    OUT: for (i = 0; i < m; i++) {
        for (j = 0; j < n; j++) {
            if (A[j] != A0[i][j]) {
                continue OUT;
            }
        }
        seq = i;
        break;
    }

By using Arrays.equals you can simplify by quite a lot,
by eliminating the inner loop,
and with it all the label + continue black magic:
    for (i = 0; i < m; i++) {
        if (Arrays.equals(A, A0[i])) {
            seq = i;
            break;
        }
    }

A: You have two forconditions. So when you reach
if(A[j] != A0[i][j]) {
   break;
}

You will break the  only this for loop, so you will continue the other loop:
 for(i=0;i<m;i++) {

So you have to break this one too, here is a solution
boolean canBreak = false;
for(i=0;i<m;i++) {
    for(j=0;j<n;j++) {
        if(A[j] != A0[i][j]) {
            canBreak = true;
            break;
        }
        if (canBreak) break;
        seq= i;
    }
}

A: You can simply use Arrays.equals()
private int[][] matrix;

public boolean equalsRow(int[] row, int index) {
  return Arrays.equals(row, matrix[index]);
}

A:     private int[][] myArray;

    public boolean equalsRow(int[] row, int x)
    {
       return Arrays.equals(row, myArray[x]);
    }

simpler

A: public static void main(String[] args){
    int i, j, m=3, n=4;int ct=0;
    int[][] A0 = {{0,2,2,5},{2,0,3,1},{0,2,0,5}};
    int[] A={0,2,0,5};
    int seq = 0;
    for(i=0;i<m;i++){
       for(j=0;j<n;j++){
          if(A[j] == A0[i][j]){
           ct++;
          }
          else
          {
              break;
              }

           }
       if(ct==4)
       {
           seq=i;
           break;
       }

       ct=0;
    }
    System.out.print(seq);
}

redpajama_set_name: RedPajamaStackExchange


Even though they advertised as love hotel but it was super duper clean. Not feeling cheesy at all. We stay a night here to visit Mount Fuji and shopping at the Gotemba outlet. Nice to stay a night away from the busy city.
Very clean. The unique rooms and baths are a pleasure. In room karaoke service with credit card machine is creative. The restaurant was a disappointment. But there was plenty of toast for breakfast. The staff was friendly and helpful.
Amazing attention to detail. Art deco delight, incredibly clean and with delightful staff who even drove us to the station when we couldn't get a taxi. One of the largest rooms we stayed in while in Japan.
There is even a Karaoke set.
Japanese style seated bath facilities.
In additional to the hair drier, a curling tong is provided.
More toiletries available in the room.
"A room facing the bamboo garden."


NIS America released new videos showing gameplay from the Nintendo Switch version of Ys VIII: Lacrimosa of Dana.
The gameplay shown in three videos shows Adol and the gang journeying through dungeons and fighting a variety of enemies. Also included are some dialog scenes. The important takeaway from these videos is that it gives players a preview of what the game looks like running on Nintendo Switch. The gameplay shown below is still in development and might change in the final product.
Additionally, we have gathered screenshots from the PlayStation 4 version and the Vita version to compare the three versions of the game. However, the PC version was recently announced to arrive on April 16-via Steam. The PC and Switch release will both include the update to the game's text and voiceovers, which is available via a digital update on the PS4 and PS Vita version now.
If you'd like to know more, you can also read our original review of the PS4 version.
Ys VIII: Lacrimosa of Dana will launch on Nintendo Switch on June 26 in North America and June 29 in Europe, and available now for PlayStation 4 and PlayStation Vita, with the PC version on the way set to release on April 16.


text:
Maidenhead MP Theresa May gets Twitter after announcing bid to become Prime Minister
The Home Secretary has set up a social media account after launching her campaign on Thursday, June 30
Sign up to FREE daily email alerts from BerkshireLive - daily
Maidenhead MP Theresa May has created a Twitter account and been verified within five hours of launching her bid to become the next Prime Minister.
The Home Secretary made a speech on Thursday, June 30, declaring her position in the race to be the new leader of the Conservative Party.
Watch: Theresa May announces her bid to become Prime Minister
She set up the social media account shortly after, and currently has more than 4,300 followers despite the MP only having sent one tweet.
Will you follow the MP on Twitter? Let us know in the comments section below.
In a letter published in The Times on Thursday, June 30, Mrs May announced her intention to succeed David Cameron and become the UK's second female Prime Minister.
Theresa May gets Reading West MP's backing
She will be competing against Pensions Secretary Stephen Crabb, Minister of State of Energy Andrea Leadsom and Justice Secretary Michael Gove for Westminster's top position.
The Maidenhead MP has been tipped as the favourite to take charge of the Tories and the country by leading bookies.
Her first tweet is about her campaign to "make Britain a country that works for everyone".
BerkshireLive
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ReadingAs it happened: Reading gridlocked by roadworksThe work in Castle Hill is causing big problems
Things To Do ReadingAqua Sana Longleat Forest has been completely refurbished
Danny LoaderThe Wolves transfer update which could spell trouble for Reading FC forward Danny Loader
Royals' teenager is yet to sign a new contract with the club


text:
North Tama Telegraph
Tama County News
Mildred "Milly" Emily Fleming
Mildred Fleming
Mildred "Milly" Emily Fleming was born on January 17, 1931, in Marshalltown, the daughter of Jerry and Helen (Kalinay) Rohach. Milly graduated from Garwin High School in 1949. She was united in marriage to John Fleming on June 18, 1949, in Marshalltown. Milly worked at the Ben Franklin store in Traer and the Traer Golf Course. She was an avid golfer and loved watching all kinds of sports on TV, especially the Bulls and Cubs. She also enjoyed sewing, crafting, and spending time with her family. Milly died at the age of 89 on July 11, 2020, at Sunrise Hill Care Center in Traer. She was preceded in death by her parents; her husband; three brothers; and two sisters. Milly is survived by her daughter, Jeri (Richard) Egli of Washington, Iowa; four grandsons, Rick (Cici) Egli of North Carolina, Rob (Kayla) Egli of Ankeny, Ryan Egli of Washington, Iowa, and Ron (Angie) Egli of Chandler, Arizona; three great granddaughters, Emelia, Coralyn, and Paige; three great grandsons, Avery, AJ, and Eli; three sisters, Blanche, Mary, and Verna; and a brother, Alfred.
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