In 2017, Boston College women's hockey didn't suffer a defeat until the ninth game of the season. The Eagles went on to fall just five times in 38 games, losing consecutive games just once—at the end of the year. BC was simply dominant in regular season play, thriving behind an elite offense that routinely cleared four goals a game.
The season even started with a pair of wins over then-No. 4 Minnesota-Duluth, rolling behind a combined 8-4 score line. So, with three Olympic defenders returning and plenty of optimism surrounding the program, a road trip to face the Bulldogs for two games at the beginning of the year for the fifth season in a row seemed like the perfect place to make a statement.
Instead, the Eagles were swept out of Minnesota, dropping both games by score lines of 4-2 and 2-1 and returning to Chestnut Hill with more questions than answers. It was the first time since 2012-13 that BC (0-2) has opened the year with consecutive losses, having enjoyed tremendous success each of the last few seasons.
The No. 9 Bulldogs (2-0) opened Saturday afternoon's 2-1 win with a two-goal first period that withstood the test of time, and used a comparable two-goal third period on Friday night to take a 4-2 decision. The Eagles, who received first-place votes in the preseason poll, suffered several defensive lapses that proved too much to overcome. It was a surprising setback for BC, a team many expected would take another step forward with bolstered defensive corps. The loss of goaltender Katie Burt to graduation was a big blow, but head coach Katie Crowley had expressed confidence in her underclassmen replacement Maddie McArthur.
McArthur was greeted rudely in the second game as UMD came out firing. The Bulldogs, undoubtedly building off of Friday's win, opened with an impressive level of intensity. It took just three minutes and 33 seconds for them to beat McArthur and take what would prove to be a decisive one-goal lead. Maggie Flaherty's initial shot was turned away by Eagles defenseman Serena Sommerfield, but the puck bounced to Ryleigh Houston, who managed to corral the rebound and score from the slot.
Then, 13 minutes later, the Bulldogs doubled their advantage while on the power play. It was one of just three penalties in the game for the BC, but it proved costly. With Cayla Barnes in the box for roughing, UMD worked the puck around, eventually finding paydirt when Flaherty one-timed a pass from Kailee Skinner past McArthur.
That would prove to be it for the Bulldogs offensively, though, as BC made adjustments. After allowing six goals in the first four periods of the weekend, the Eagles kept their opponent off the board for the final two. McArthur turned away 21 shots and was able to deny a breakaway and an odd-man rush down the stretch to keep it close.
BC managed to get a goal back in the second period, scoring on a power play. Savannah Norcross netted her first career goal for the Eagles, finishing a wrister past UMD's Maddie Rooney. This corresponded with an uptick in tempo and chances for BC, who peppered Rooney as the clock ticked down. The Eagles dominated, taking the final 12 shot attempts in succession, but Rooney and the Bulldogs bent but didn't break, ultimately holding on for the one-goal win.
The intense ending mirrored Friday night's game, when the teams traded goals throughout before UMD used a two-goal spurt to erase any chance at late drama in a closely matched game. McArthur did her best, making 31 saves—the most saves in a debut for a BC freshman since 2006.
Tied at two apiece entering the final period, the Bulldogs quickly distanced themselves. Again, it took just three and a half minutes of play for UMD to score. Naomi Rogge set up teammate Sydney Brodt in the slot of the goal, one that would prove to be game-winning. Insurance followed six minutes later, when the Bulldogs found themselves in a 5-on-3 situation after penalties to BC's Erin Connolly and Kelly Browne. With the large advantage, it was only a matter of time for a goal to come, with Lizi Norton's wrister from the face-off dot deflecting off a shoulder and in.
The Eagles had chances late, but weren't able to place nearly as many shots on net as they would the ensuing day. BC went down quietly, failing to take advantage of a power play at the 11-minute mark and then saw Delaney Belinskas hit the pipe in what was its last real scoring opportunity.
The weekend, quite simply, was a disappointment. Yes, the Bulldogs are no slouch—they're ranked ninth in the country for a reason—but the Eagles didn't look the part of the fourth-best team in the country. Without any exhibitions, these games were a tough way to start the year, but the problems they revealed should benefit BC moving forward. Last year, it took 23 games for the Eagles to lose two games. The script has been flipped for them this year, and with plenty of leadership returning, it'll be intriguing to see how Crowley's group responds.


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A Leaf in the Bitter Wind is the 1997 personal memoir of author Ting-Xing Ye's life in China from her birth in Shanghai to eventual escape to Canada in 1987.

Synopsis

Ting-Xing Ye was the fourth daughter of a factory owner, and she and her siblings were branded as the children of capitalists and persecuted during the Cultural Revolution.  By the age of thirteen, both Ye's parents had died. The Cultural Revolution then tore the remaining family members apart. Along with millions of other Chinese youths, Ye was "sent down" from the city for labor reform on a prison farm, where she was subjected to humiliating psychological torture. Later, Ye was accepted into Beijing University where she studied English before being assigned to the Foreign Ministry as a translator for the delegations of such dignitaries as Queen Elizabeth II, Ronald Reagan and Imelda Marcos. Ye left China for good in 1987, when she defected to Canada.

Domestic abuse

In addition to describing her life in Communist China before and during the Cultural Revolution, Ye also writes about the domestic abuse she suffered during her first marriage. Ye and her first husband had one daughter, as permitted by the Chinese One Child Policy. Later, Ye was forced to abort a second pregnancy as it was not permitted by government policy. Ye describes how her husband repeatedly beat her in front of her daughter, and insisted that a close male friend share their cramped living quarters. Ye became increasingly estranged from her husband and spent significant periods of time apart from  him during her postgraduate studies in Beijing. During her studies, Ye fell in love with her Canadian English teacher, William E. Bell, and eventually defected to the West to be with him, gaining permission to leave China under the guise of a fully paid scholarship to York University in Canada. However, to do so, she had to leave her daughter in the custody of her husband. When it became clear that Ye did not intend to return permanently to China, her husband denied her access to her daughter, changing her name and moving to a new, secret address to avoid the possibility of contact with Ye.

Ye ends her memoir with her descriptions of how, as a Canadian citizen, she continues to attempt to contact her daughter, hoping one day to take her to Canada.

Reception
A Leaf in the Bitter Wind received positive reviews from professional critics, who praised the book's ability to engross readers despite the difficult subject matter. The Barrie Examiner described it as "fascinating yet horrifying", while a review appearing in Cityview called it "a page-turner that can be enjoyed as exquisite grassroots history, or as the simple story of one woman's triumph over brutish odds".

Writing for the Ottawa Citizen, Patrick Kavanagh claimed that "Ting-Xing Ye tells her story with such vividness of imagery and such a galloping momentum that the narrative reads like splendid fiction".

References

1997 non-fiction books
Chinese memoirs
Books about the Cultural Revolution
Canadian memoirs

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Home | America
Tags: Coronavirus | new york city | parents | school lunches | covid
NYC Parents Complain Students Still Eating Lunch Outside
(Cal Sport Media via AP Images)
By Theodore Bunker | Friday, 26 November 2021 12:48 PM
Parents of children going to school in New York City have told the New York Post that the students have "eaten outdoors every day this week," adding, "it's cold," and noting that they haven't heard when eating inside will be allowed again.
"It's getting a little ridiculous at this point," said one parent, a mother of a child at MS 104 in Manhattan. "They've eaten outdoors every day this week. It's cold."
According to the Department of Education, school principles are allowed to decide whether or not it's safe for children to eat indoors due to COVID-19, and some schools in the city are holding lunch indoors, according to the Post.
"The problem is that there is no hard metric for when the kids can go inside," one parent told the newspaper. "It's just up to the principal, whatever they decide goes. Hopefully we're not out here in February."
The mother of a child at an elementary school in Park Slope said that "We've heard no plans to bring them inside anytime soon. In fact, they are still asking for parents to give the school their Fresh Direct bags to create seating pads. It doesn't sound like they're going in."
Another Brooklyn-based mother told the newspaper: "It's already hard enough for a little kid to eat outside while sitting on concrete with a mask on. What does the weather have to be to go inside? How low does it have to go?"
The Post notes that the department insists that individual children do have the right to eat inside if they want, but some parents said that they were unaware of this.
"Schools and students always have the option to have their meals inside, including if there's inclement weather like rain, high or low temperatures, high winds, and more," DOE spokesperson Katie O'Hanlon told the Post, noting that the department will remind school administrators of this policy. "Thanks to our amazing food service workers, schools can quickly pivot to serve lunch in a variety of formats and in various locations if needed."
Dr. Jha to Newsmax: Vaccines Key to 'Very Normal' Holiday Gatherings
Families Struggle With How to Hold 2nd Pandemic Thanksgiving
Parents of children going to school in New York City have told the New York Post that the students have "eaten outdoors every day this week," adding, "it's cold," and noting that they haven't heard when...
new york city, parents, school lunches, covid
Friday, 26 November 2021 12:48 PM
The Biden administration will begin making 400 million N95 masks available for free to Americans starting next week, now . . .


Since this is bill is on the state level, passing it won't guarantee more testing.
"It's basically just stating where we stand. We're asking them and they don't work for us. So I don't know if this will speed their process up one bit but it shows that this is the approach South Carolina is willing to take," said Hembree.
If the bill passes it's third and final reading in Columbia it could possibly make it's a way to Washington.
"There's a process where we need to take this resolution and memorialize it and communicate it to the federal government, there's a channel we go through and states do this on a regular basis on the subject or another. So we'll send that up to Washington and hope for the best," he said.
Two suspects, two different charges, each wanted by The Horry County Police Department. Let's see if you can help authorities find them.


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Valentine 1 ok to use now?
Handy tip for FX45 driver seat.
How can I make the door slam sound better?
Has anyone gone from 20's to 18's with Sport?
How many K (kelvin) does the headlight make?
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FX45 on eBay, 28 Bids w/3 Days Left, Magic #?
Help needed - specs for factory 18" wheels??
going from 18's to 20's??
Anyone have pics of the tow hitch installed?
Price estimate of FX45 w/tech??
Canadian RX330 now configable in their homepage!
Post all the First year model FX glitch here!!!
dfw or miowname: What APR offers does IFS have?
Clear bra and bug Guts???
Paint quality on FX and other Infiniti Vehicles?
Touch Up Paint for FX?
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What strange NAV things are going on in Texas???
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Please Help! Sell The 20's, Get 18" or 19" Wheels?
How do discounts effect residual values?
20's sold for 499 !!!!!!
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Thinking of ordering an FX35 with premium package.
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A former Sydney trader at Deutsche Bank wanted "to stay in the game and win at all costs" when he created false entries in the bank's internal records to inflate his profit and mask his trading losses. Andrew David Donaldson was sentenced in the NSW District Court on Monday after pleading guilty to using his position dishonestly to gain an advantage between about July 25, 2013 and June 25, 2014. The 51-year-old last year told a psychiatrist it was "difficult to answer" why he committed the offence but he thought it was "the love of winning more than anything", the court heard. "It's a bit like the cricketers (accused of ball tampering) ... you want to stay in the game and win at all costs," he said. Donaldson was on Monday convicted and sentenced to 18 months' imprisonment for his crime. But Judge Garry Neilson found there was reason to suspend his sentence and ordered he immediately be released under a recognisance order requiring a $10,000 security and two years of good behaviour. The court heard Donaldson, a foreign exchange spot trader at Deutsche, created a number of false internal entries, which in 2013 increased his profit by almost 10 million euros. His profit and loss account showed a profit of 21.3 million euros when the true profit was just over 11.5 euros. That year, his cash income was more than $580,000 and he received restricted bonuses - which could be forfeited in the event of misconduct - amounting to more than $1 million, Judge Neilson said. His false entries also masked losses but Donaldson said - and the judge accepted - that his expected profits would have been realised by the last quarter of 2014. However, the bank by that point had discovered his misconduct and sacked him. According to the statement of facts, Donaldson's actions would enable him to potentially meet his revenue budget, be eligible for larger bonuses and use his false figures to promote himself to other prospective employers. But Judge Neilson said when he looked at the advantage Donaldson gained, he looked at an "illusory concept". "There is no evidence which in any way might quantify the advantage which the offender obtained," he said, "Rather, the evidence is all of significant disadvantage that the offender suffered." Judge Neilson said Donaldson's misconduct had been "the cause of ruin to him, his finances and his family". He noted the false entries were reversible and Donaldson's crime hadn't caused a loss to the bank or its customers. Australian Associated Press
https://nnimgt-a.akamaihd.net/transform/v1/crop/frm/silverstone-feed-data/ba5c1498-5e33-4149-bd07-c5d2f0f4a181.jpg/r0_74_800_526_w1200_h678_fmax.jpg
Sydney trader sentenced over misconduct
Jodie Stephens
Deutsche Bank foreign exchange trader Andrew Donaldson has avoided jail after admitting misconduct.
A former Sydney trader at Deutsche Bank wanted "to stay in the game and win at all costs" when he created false entries in the bank's internal records to inflate his profit and mask his trading losses.
Andrew David Donaldson was sentenced in the NSW District Court on Monday after pleading guilty to using his position dishonestly to gain an advantage between about July 25, 2013 and June 25, 2014.
The 51-year-old last year told a psychiatrist it was "difficult to answer" why he committed the offence but he thought it was "the love of winning more than anything", the court heard.
"It's a bit like the cricketers (accused of ball tampering) ... you want to stay in the game and win at all costs," he said.
Donaldson was on Monday convicted and sentenced to 18 months' imprisonment for his crime.
But Judge Garry Neilson found there was reason to suspend his sentence and ordered he immediately be released under a recognisance order requiring a $10,000 security and two years of good behaviour.
The court heard Donaldson, a foreign exchange spot trader at Deutsche, created a number of false internal entries, which in 2013 increased his profit by almost 10 million euros.
His profit and loss account showed a profit of 21.3 million euros when the true profit was just over 11.5 euros.
That year, his cash income was more than $580,000 and he received restricted bonuses - which could be forfeited in the event of misconduct - amounting to more than $1 million, Judge Neilson said.
His false entries also masked losses but Donaldson said - and the judge accepted - that his expected profits would have been realised by the last quarter of 2014.
However, the bank by that point had discovered his misconduct and sacked him.
According to the statement of facts, Donaldson's actions would enable him to potentially meet his revenue budget, be eligible for larger bonuses and use his false figures to promote himself to other prospective employers.
But Judge Neilson said when he looked at the advantage Donaldson gained, he looked at an "illusory concept".
"There is no evidence which in any way might quantify the advantage which the offender obtained," he said,
"Rather, the evidence is all of significant disadvantage that the offender suffered."
Judge Neilson said Donaldson's misconduct had been "the cause of ruin to him, his finances and his family".
He noted the false entries were reversible and Donaldson's crime hadn't caused a loss to the bank or its customers.


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Home » Global » U.S., Britain escalate threats against Syria
U.S., Britain escalate threats against Syria
By David Sole posted on November 18, 2012
The United States and Britain appear to be moving closer to direct intervention against the Bashar al-Assad government of Syria. With support inside Syria declining for the puppet "rebel" forces, the imperialist powers are being driven to even more desperate military measures to fulfill their goal of "regime change."
British Prime Minister David Cameron, visiting a Syrian refugee camp in Jordan last week, called on Britain and the U.S. to do more "to hasten the end of this regime." RT news headlined Cameron's push for an end to the European Union arms embargo enacted in 2011 (Nov. 9), which would free Western powers to send a greater quantity and more sophisticated weapons to the "Free Syrian Army." These weapons would be in addition to arms now being funneled through Saudi Arabia and other proxies.
Turkey has publicly called for the U.S. and NATO to place batteries of Patriot missiles along its border with Syria. The New York Times, citing a Turkish newspaper, revealed Nov. 7 that "Turkey had agreed with the United States on a plan to use the missiles in an offensive capacity to create safe zones in Syria." An expanded version of this plan would see Patriot missiles also placed along the Jordan-Syria border.
The reach of these Patriot missiles could give the Syrian so-called "rebels" — who are really counterrevolutionaries or contras — the chance to seize what they haven't been able to on their own: control of a major city. Syria's largest city, Aleppo, lies within the potential no-fly zone. If the contra-rebels were successful in seizing Aleppo, the West could then "recognize" them as the "legitimate government of Syria" and "accept" their invitation to directly intervene militarily. This is precisely the imperialist playbook that was followed in Libya with the takeover of Benghazi.
Major problems still hinder these U.S.-British plans. The Syrian opposition is plagued by internal division, jealousies and competing ideologies. A meeting convened at the demand of the U.S. in Doha, Qatar, on Nov. 8, has been trying to hammer together these disparate Syrian elements for four days. Reuters claims that an agreement was signed for a new government-in-exile and military body. (Nov. 11) Yet in the same report it states that the talks "appeared to fall through" after marathon bargaining that lasted until 3 a.m. on Nov. 11.
Agence France-Presse states that the fractious parties "agreed in principle … on a plan to unite against President Bashar al-Assad" after intense pressure from the U.S. and other backers. (Nov. 11) But then AFP reports that "details" were holding up the signing and that the parties needed "time to study the internal rules."
In any case, it is clear that all the factions are creatures of the Western powers, bending to the will of the U.S., Britain, France and their allies.
Waning support inside Syria for the counterrevolutionary forces is also driving the U.S. toward direct military intervention. A lead article in the Nov. 8 New York Times describes how they "are losing crucial support from a public increasingly disgusted by the actions of some rebels, including poorly planned missions, senseless destruction, criminal behavior and the coldblooded killing of prisoners." The fighting has, by all estimates, killed around 40,000 people and forced hundreds of thousands into refugee camps.
The Times report includes many details of criminal actions by armed individuals and groups of contras. In the town of Saraqib, contras drove Syrian government troops from a milk factory and then proceeded to destroy it, depriving the population of this crucial product.
Of greater importance is the emphasis the Times gives to the failure of the contras to capture and hold Aleppo in their September offensive: "The fighting failed to achieve the turning point the rebels had promised. … The Aleppo battle catalyzed simmering frustrations among civilian activists who feel dominated by gunmen."
Many Syrians are concerned with the rising influence of extremist sectarian contra groups that have similarities to al-Qaida — an additional reason the U.S. government has been pressing for a new and centralized opposition at the Doha conference.
In Damascus, President al-Assad made it clear that he had no intention of leaving Syria to any neocolonial group. In an interview with Russia Today he stated: "I am not a puppet. I was not made by the West to go to the West or to any other country. I am Syrian. I was made in Syria. I have to live in Syria and die in Syria." (Nov. 8)
The West is also being hindered by the support given so far to the al-Assad government by China and Russia, especially these countries' vetoes in the United Nations Security Council to proposals for a U.N. cover for imperialist intervention.
Market Elections: How democracy serves the rich
https://www.workers.org/2012/11/5402/


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Built on a 100-acre site near the Rajiv Gandhi International Airport, the Aga Khan Academy Hyderabad offers state-of-the art facilities on a secure, landscaped campus.
Our school is the second in a network of about 18 planned Academies offering the highest international standard of education to students in countries across Africa, South and Central Asia, and the Middle East.
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A:Qualifications like Diploma of Medical Assistant Technician in Boynton Beach are being offered by a number of accredited institutions on campus and online. Majority of the students prefer online education as it more convenient and gives them the freedom to study at their own time and place. These qualifications are from credited institutions and their credits are easily transferable. The syllabus for these programs is extensive and touches every aspect of the subject.


I can't be the only one who only looked forward to the back to school shopping part of going back to school. I know, my priorities are in check. But honestly, I felt like if my outfit is cute and I felt good, then I would apply myself better at school and it would be a breeze. I don't know how those two things correlate, but that's just how it worked.
Lucky for you, we teamed up with a couple friends to bring our school style to life in what we call our Back 2 School Look-book, VOL 1. The point is for you all to get some inspo for outfits, some ideas to put on your shopping list, and whatever else you'll need to put your best foot forward this fall semester.
*Don't forget to subscribe to the blog for updates about posts, giveaways, & whatever else.
And I totally agree, shopping IS the best part about going back to school!


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Owners bank on Small Business Saturday as the holiday shopping season gets started
Holiday sales grew from the year 2020 to 2021. Experts hope shoppers will once again turnout in 2022.
Small Business Saturday is on November 26th.(DC Bureau)
By Jamie Bittner
Published: Nov. 24, 2022 at 11:18 PM CST
WASHINGTON (Gray DC) - With a red hat and tightly bound scarf, Doug Abbey stands outside ready to welcome shoppers into a pop-up shop currently situated along one busy holiday market in downtown Washington D.C. It's an opportunity to promote Abbey's small business, iconsDC, and to fuel Abbey's passion all year long.
"It's called pivoting late in life," Abbey says about how the small business got started. "I was actually able to tap into my passion for my city and for architecture. And so, it's been really kind of joyful, although not as remunerative as I would have liked. But I'm having a good time."
As holiday shoppers get a good look at big box stores on Black Friday, the U.S. Small Business Administration (SBA) hopes shoppers will turn their attention to 'Small Business Saturday' on November 26th.
Each year, the SBA partners with American Express in the outreach effort.
"It's such a great way for us to lean back into local economies and make sure we're supporting all their employees and the families that really back these incredible mom and pop's," said Isabella Casillas Guzman the U.S. Small Business Administration Administrator. She joined Gray Television's Washington News Bureau reporter Jamie Bittner at the small business holiday market in the Penn Quarter neighborhood.
American Express estimates spending on Small Business Saturday in 2021 hit a record high of $23.3. billion. The National Retail Federation also reports last year holiday sales grew nearly 14% over 2020, totaling $889 billion.
The U.S. Small Business Administration reported nearly 62-million people are employed by the 33-million small businesses nationwide.
Guzman acknowledges as the nation continues the economic recovery from COVID-19, there she are still challenges ahead. Yet, she remains hopeful.
"We saw a cooling off of inflation in the numbers last week and experts expect that to continue. What I'm always shocked about, because I travel around the country with small business owners constantly, there's such hope and they're so inspirational in terms of the future. They're investing in their businesses and they're counting on consumers to come out big this holiday season," said Guzman.
Abbey reminds shoppers small businesses can provide variety, selection, and service. Plus Abbey adds, there is a 'feedback loop' that helps businesses thrive.
"To be in front of a customer or client and get just sort of real time feedback to find out what works, what they like, what they don't. You know, you're not going to get that from big box," said Abbey.
As for how many people Abbey expects to turnout to the holiday market on Small Business Saturday, Abbey believes it's hard to say. But Abbey said, "I'm optimistic and I think people want to get out and they want to buy local."


dB Technologies has appointed PT Berkat Mitra Swara as its official Indonesian distributor.
Taking effect from 1 January 2018, the newly created distribution company based in Jakarta is solely focusing on dBTechnologies and will host a brand introduction and demonstration on 21 February close to its offices in the Indonesian capital. 'We are more than thrilled to partner with dBTechnologies and represent the company's high performance products for our market,' commented PT Berkat Mitra Swara product specialist Brian Iksan.


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Home » Dakar 2022: Al-Attiyah emerges victorious from intense desert chase – round-up and gallery
Dakar 2022: Al-Attiyah emerges victorious from intense desert chase – round-up and gallery
Britain's Sam Sunderland won the Bike category for the second time at Dakar, whilst Nasser Al-Attiyah defeated Sébastien Loeb in the Car class
Nasser Al-Attiyah was assured in taking his fourth Dakar win in the Car category
DPPI
James Elson
Britain's Sam Sunderland has won the Dakar 2022's Bike category, whilst Nasser Al-Attiyah claimed a comfortable victory for Toyota in the Car class.
Sunderland, born in Poole but now based in Dubai for his off-road training, clung on to add to his 2017 victory by winning for GasGas – the first win for the brand at Dakar. Having controlled Dakar most of the way after leading from Stage 2, a difficult Stage 7 meant that Sunderland dropped down to fourth. However, the Brit reclaimed the lead on Stage 8.
Heading into the final stage, Sunderland's margin over second-placed Pablo Quintalla was almost seven minutes, and though the Chilean hacked away half of that in an attempt to snatch victory at the death, Sunderland held on on to claim his second title by 3min 27sec.
"I honestly can't be happier, I'm so grateful to all the team, all the work from everybody." he said when victory was confirmed. "Honestly this last stage was so difficult and so much stress. A lot of navigation, a lot of tricky notes, a few times a bit confusing, not sure if I was going the right way. My head was gonna explode, but what a feeling! All of these moments along the way and the harder times you have just makes the feeling more great."
Britain's Sam Sunderland took his second Dakar win
In the Cars category, an assured performance from Toyota's Nasser Al-Attiyah brought him his fourth Dakar win. Although the Qatari only won two of the events 12 stages, his consistency meant the Toyota man took victory with a gap of over 27min 46sec which belied the intensity of the battle with Prodrive's Sébastien Loeb.
"It was an amazing win for us," said Al-Attiyah, who had previously won in 2011, 2015 and 2019 in South America. "Three teams [were very] strong, it's possible anyone can win here. But we did a good job – me and [co-driver] Matthieu [Baumel], always we are in good shape from the beginning of Dakar. This was very important for me to win in our region."
The showdown's main protagonists were decided early: a tricky opening stage with a hard-to-find waypoint meant all but Al-Attiyah and Loeb lost considerable time to navigational issues, with Audi's Carlos Sainz shipping over two hours.
Loeb then had a serious setback when a propshaft issue lost him half an hour on Stage 3, a margin Al-Attiyah would maintain for the rest of the rally raid.
The Frenchman, who would lose even more time to Al-Attiyah with further navigational issues – meaning at one point he was 50 minutes behind – fought tooth and nail to drag himself back into contention, eventually bringing the gap down to under half an hour, ultimately was unable to usurp the canny Qatari in an intense battle. Loeb was runner-up, with local Saudi driver Yazeed Al-Rajhi coming home in third for the independent Overdrive team, driving a Toyota also.
Dakar 2022 gallery
Competitors have to brave treacherous terrain over thousands of kilometres
Loeb fought hard but had to settle for second
Bikes in formation
Kamaz took a sixth consecutive Truck win with Sotnikov at the wheel
Peterhansel's chances of the overall win ended early
Trucks provided spectacular shots as usual
Navigation proved an problematic for some
Despite reliability issues, Audi showed considerable pace
Last-minute roadbook revision...
Fans get as close to the action as they can
Many an Obstacle out there in the desert
Al-Attiyah's win now means he's tied with Ari Vatanen for second most victories in the Cars category at Dakar on four, with Stéphane Peterhansel topping the table with eight.
Dakar debutants Audi brought considerable pace on its first attempt at the blue riband rally raid, winning the most stages out of any team (five to Toyota's four and Prodrive's three). However, those navigational issues and mechanical problems meant neither Sainz, Peterhansel or Matthias Ekström were in contention for the overall win, but it could be a different story next year.
Alexandre Giroud won the Quad class for the first time on his sixth time of asking, doing so on the 25th anniversary of his late father becoming the first person to finish the Dakar on a quadbike, before the category was even created.
The Grenoble native had taken out a six-year loan to fund his first Dakar entry, which he has just managed to pay off. This only added to the emotion of dedicating the win to his father, who passed away recently after contracting COVID-19.
Electrifying the desert: Taking on Dakar in the biggest, most advanced Audi ever
Audi has revolutionised WRC and WEC, now its new target is Dakar – Motor Sport got up close to its electric challenger, the RS Q e-tron
By James Elson
Kamaz's recent domination of the Truck category continued, the Russian manufacturer taking a sixth consecutive win with Dmitri Sotnikov at the wheel, whilst 19-year-old Seth Quintero extended his record of Dakar stage wins in one event by claiming a 12th today in the LV category. However, a retirement on the second stage meant the overall win went to Francisco Chaleco Lopez.
Whilst previous years Dakar has brought fatalities in the competitive stages, tragically there was a fatality away from the rally. 20-year-old Quentin Lavalee, chief mechanic of the No726 Peugeot 205 participating in the Dakar classic, was killed in a road car crash with a local truck whilst travelling with the team's co-driver.
This followed a suspected terrorist attack at the start of the event, when an explosion under the pedals of the support vehicle competitor Phillipe Boutron was driving left him with serious leg injuries.
Motor Sport extends its condolences to the family and friends of Quentin Lavalee, and wishes Boutron all the best in his recovery.
Why Ferrari's Formula 1 win drought will end in 2022
A sleeping giant in recent seasons, Andrew Frankel reckons why Ferrari will thrive under the new 2022 F1 regulations
Aston Martin announces ex-BMW motor sport boss Mike Krack as new team principal
Ex-BMW motor sport boss Mike Krack will take over at Aston Martin as team principal
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F1 2022 car and livery launches: team reveal dates and times
All the times, places and launches you need to know ahead of the 2022 Formula 1 season
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The 'will he/wont he' saga of whether Lewis Hamilton will take part this season took another turn a few days ago with the FIA statement about its 'detailed analysis' of…
By Mark Hughes


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Nation celebrates Women's Day 2022 | Women's Day News Nation celebrates Women's Day 2022: Women have a special place in everyone's life. Starting from mother to sister and wife, everyone is important and life starts with a women. Every year on March 8th, the world celebrates Women's Day.
https://houstonwishesh.com/ 08 Mar, 2022 08 Mar, 2022
Nation celebrates Women's Day 2022
Wishesh Special
Nation celebrates Women's Day 2022Wishesh Special
(Image source from: timesofindia.indiatimes.com)
Women have a special place in everyone's life. Starting from mother to sister and wife, everyone is important and life starts with a woman. Every year on March 8th, the world celebrates Women's Day and it is majorly celebrated to promote and the protect the rights of women and laud their achievements. Women were once treated low but they are equally competing with men in all the fields. They are taking the lead in political, business, social and cultural spheres. Women turned out to be a revolution that started in the early 20th century. Women are always an inspiration for the family and society lauded several celebrities today.
Several celebrities shared their important women in their lives through their official social media handles. Google is also celebrating Women's Day with a special Doodle and an animated video that features women in important roles in the society. A mother is spotted taking care of her child while working on a laptop. Another woman is undergoing a surgery in hospital and a woman is spotted watering the plants. Doodle Art Director Thoka Maer did this doodle. The UN theme for International Women's Day 2022 is "gender equality today for a sustainable tomorrow". International Women's Day is celebrated since 1911 and people have been sharing quotes, pictures on the day.
Women's Day Women's Day 2022 International Women's Day
All About How Ozone Layer Protects The Earth
Inspiring Quotes by Bal Gangadhar Tilak on his Birth Anniversary
All About The Greatest Indian Engineer Sir Visvesvaraya
Interesting Facts About India's Youngest Prime Minister Rajiv Gandhi


The service starts at 10am on Sunday where we have music with words about who God is and how he calls us to live on earth in a way that honours him; some prayer; and someone will share a message based upon the bible.
This church service usually goes for 75-90 minutes. After the service you are welcome to stay around to talk with others and a have coffee/tea etc. There will be many keen to greet you and listen to what has been going on for you in your life.
A safe, fun, Jesus-centered environment for your kids.
No dress code for our worship services—come as you are!
Friendly volunteers ready to answer any questions you may have.


Requirements management benefits from streamlined templates that not only define projects quickly, but ensure nothing essential is overlooked. Data engineering receives two new "hyper modeling" techniques, yielding data warehouses that can be easily adapted when requirements change without having to invest in ruinously expensive data-conversion programs. Quality assurance advances with not only a stereoscopic top-down and bottom-up planning method, but also the incorporation of the latest in automated test engines.
Use this step-by-step guide to deepen your own application development skills through self-study, show your teammates the world's fastest and most reliable techniques for creating business intelligence systems, or ensure that the IT department working for you is building your next decision support system the right way.
AI Is Stuck. Let's Unstick It.
How Your Brain Decides Without You: In a world full of ambiguity, we see what we want to see.
Data warehouses used to be too expensive and take far too long to build. Agile data warehousing techniques honed during the past 15 years have solved this problem. At their root, agile data warehousing methods incorporate practices such as Scrum or Kanban to accelerate programming, but this strategy alone is not enough because poor software engineering practices in the phases leading up to or following application coding can fatally undermine an enterprise data warehousing (EDW) project. Agile EDW teams must also utilize new, incremental approaches to requirements management, data modeling, and quality assurance. Generic agile techniques will not suffice in these areas because EDW applications have multi-layer data architectures and encounter cross-organizational challenges while defining the company's data and metadata. EDW requirements must represent stakeholders at least three levels within the company; data modeling must draw upon hyper modeled designs; and quality assurance must address a large matrix of test types, architectural layers, and stakeholder groupings.
Let me open this book with an extraordinary claim: After 30 years, we have finally solved the fundamental problem of enterprise data warehousing. This fundamental problem can be stated simply as In theory, an enterprise data warehouse can be extremely valuable to the sponsoring organization, but in practice one cannot be implemented quickly enough or at a cost that company executives consider reasonable. People like the idea of an enterprise data warehouse (EDW)—a shared repository of standardized and trustworthy information on company events and circumstances, integrated across the many business units within the corporation. What they do not like is that they must wait the better part of a year and invest millions of dollars, only to receive a disappointing small subset of the capabilities they expected. When pursued with a traditional software engineering approach, enterprise data warehouses simply take too long and cost too much to build. With the agile techniques presented in this book, I believe that we have solved that problem.
I have been working in data warehousing since the early 1980s, in roles ranging from extract, transform, and load (ETL) programmer to business intelligence (BI) developer, integration tester, lead designer, project manager, and, more recently, program architect. During the first 15 years of my career, the EDW projects I joined or led were managed using traditional project management techniques. Like many software efforts in that era, these data warehousing projects proved to be so protracted and stressful that they disappointed both the developers and the customers when many of the promised features had to be dropped to meet time and budget constraints. Though my teammates suggested that all large projects naturally experience such challenges, I wondered why we as an industry were not improving our performance as the years went by. Project managers were certainly introducing far more monitoring and control into the methods we employed, but if anything, the project outcomes were getting worse.
I started to see that the EDW development profession had fallen into a negative feedback loop, and that this downward spiral was actually the cause of data warehousing's fundamental problem. As shown in Figure 1.1, this feedback loop begins with the perception that EDW applications are large, complex, and therefore risky to build. We fear failure, so we adopt a plethora of extremely risk-adverse engineering and project management practices that make our developers' task lists considerably longer. The tasks themselves become more difficult to complete due to all the audits and reporting steps that project management requires in order to know that the process is on track. Unfortunately, these longer task lists make the EDW development project even more complex and all that more likely to fail. The higher price tag of the task list and the increasing failure rates heighten the EDW's perceived risk, driving everyone involved into another lap around the fear circle. After a few cycles of this negative feedback, the development process has become so riddled with controls and audits that one wonders how the programmers will be able to get any significant work completed at all.
Figure 1.1 The negative feedback loop present in most traditionally managed projects.
Many data warehousing teams attempted to utilize this incremental delivery approach, but for a long time they struggled to perform as well as agile developers building transaction-capture systems. This early difficulty was largely due to the fact that data warehouses differ from transaction-capture applications in two crucial ways. First, they have data architectures with two to four times as many layers as transaction systems, often with each layer requiring its own data modeling strategy, a different flavor of data transforms, and even a unique development tool set. It turns out that constructing a data warehouse is like building three to eight separate transaction systems at once.
Second, an EDW's data repositories amass billions if not trillions of records. The initial data load required to put the data warehouse into production usage often runs for many days or weeks. When the warehouse's design must change, the development team can be forced to scrap large portions of the data already captured and repeat the long initial data load. Moreover, if the source for that data is no longer available, the team must then invest hundreds of hours writing, running, and validating conversion scripts that retrofit millions of data records to comply with the warehouse's new design. Evolving an existing data warehouse is like dragging a ball and chain through a swamp.
This double challenge of building and evolving a data warehouse lies at the heart of the fear-drive failure cycle in our profession. Because a single oversight in requirements and design could invalidate months of programming or require weeks of frantic data conversion, data warehousing professionals believed they can not employ agile's iterative and incremental approach. All requirements have to be identified before design work can begin, and the design must be complete and bulletproof before programming can start. Without an incremental delivery strategy, the EDW profession remained mired in the negative feedback loops that agile teams building transaction-capture systems escaped long ago.
The solution to the data warehousing predicament emerged only in the past few years with the advent of incremental data modeling techniques. This new approach to designing a warehouse's data schemas allowed large data repositories to be adapted for new designs after they are initially loaded—without requiring expensive reloads or conversion scripting. These new data modeling techniques worked from the inside out, to make the entirety of agile data warehousing suddenly feasible. Once a team could economically evolve a data warehouse, it was then free to design incrementally, and consequently its analysts could detail requirements a chunk at a time. The big, complete, and perfect specification up-front was no longer necessary. Although a good overall vision for the project is still necessary, by and large data warehousing teams can program and deliver an enterprise business intelligence application one piece at a time. They can readily steer their programming efforts to address many more of their customers' short-term goals, making EDWs far more responsive to business needs—making them, in fact, agile. Considerable thought and innovation are still required to adapt all of the software engineering processes besides programming to the peculiarities of data warehousing. However, that remaining work proves to be fairly straightforward now that the data engineering component has been solved.
In the past 15 years, I have worked with agile teams that have steadily adapted iterative, incremental development techniques to meet the demands of large, data-driven applications such as enterprise data warehouses. These adapted agile practices have certainly accelerated EDW delivery speeds, frequently by a factor of two or three. More importantly, these new agile techniques for EDW have kept the business sponsors and project stakeholders solidly in the loop, providing frequent reviews of crucial design decisions as each new component is coded. Such frequent business reviews regularly catch misconceptions regarding requirements and design, keeping the development effort intently focused on the features essential for project success and eliminating ill-conceived programming objectives that would have only wasted time and resources. By largely eliminating the risk within large EDW projects, the techniques remove the fear that used to drive us to the specification- and process-heavy project management styles that formerly doomed our applications to failure.
Unfortunately, thousands of data warehousing programs throughout the world still suffer from the waste and frustration forced on them by the fear-driven death spirals. The mission of this book is to illustrate the alternative strategies and techniques that agile enterprise data warehousing teams utilize for building large, data-driven applications. I hope that with the agile EDW approach well documented sponsors, stakeholders, and development team leaders can successfully advocate that their companies switch to an incremental, risk-mitigating approach for their next data warehousing project.
The full practice of agile enterprise data warehousing is a large assembly of principles and techniques. The practitioners of agile enterprise data warehousing derived this collection over many years by borrowing pieces from four different agile methods: Scrum, XP, Kanban, and RUP. We also incorporated a few old-school disciplines from management information science, such as requirements management and quality assurance. By merging these multiple influences and sharing our experiences with each other, our community of DW/BI professionals has arrived at what I consider a baseline approach to enterprise agile data warehousing.
Figure 1.2 The five major components to agile enterprise data warehousing.
This book steps the reader through each of these components and thus serves as a field manual for DW/BI development teams, both those that are just getting started and those that are seeking ways to bring new life to a struggling project. Putting these five legs to work gives even the largest enterprise data warehousing programs incredible traction against the challenges they must conquer—challenges such as uninvolved business partners, incomplete and inconsistent project definitions, rigid data models, and poorly coded application modules. Incorporating these five adapted disciplines allows agile EDW teams to steadily chip away at the unknowns in both business and technical requirements, translate them into lists of actionable development tasks, and steadily deliver a growing collection of user-validated features and performance capabilities.
These agile practices convert the entire EDW development experience into a far more understandable and predictable process for everyone involved, including project sponsors and business stakeholders. The net result is a spiral that operates in the reverse manner of the cycle diagrammed previously. As depicted with Figure 1.3, agile EDW project experiences a positive feedback loop. The desired application is still large and complex, but instead of specifying every last detail of the application before coding begins, the team decomposes the work into small increments that can be easily accomplished sequentially. As the team develops the modules for each increment, the business can validate both the new features they offer and how they integrate into an overall system. The enormity of the project transforms into a list of components that both the business and IT readily understand and that can be delivered one after the other without incurring serious risk. With such clarity and low risk, sponsors and project managers can lighten up on the audits and process controls, allowing the programmers to work far more quickly and judging the project's progress by the working modules created.
Figure 1.3 Agile EDW practices switch projects to a positive feedback loop.
This book is designed with two audiences in mind: EDW sponsors and EDW project leaders. By EDW sponsors, I mean the executives and the representatives of a company department that is funding the development of a data integration application, perhaps with a BI or data analytics front end. These folks on the business side of a project need to realize that an agile alternative to traditional, failure-prone development methods exists. Understanding the nature and advantages of the agile alternative will empower these sponsors to insist that the development teams and project managers who work for them employ an incremental delivery approach.
When referring to EDW team leaders, I am thinking of the members of the development group other than the programmers who build the data integration and BI components. This group includes roles that go by many names, including solutions architects, project architects, business analysts, data architects, data modelers, systems analysts, technical leads, and system testers. People who fill these roles on a team are usually veteran DW/BI developers and have most likely seen how EDW projects go wrong. Understanding the nature and advantages of the agile EDW method will enable these team leaders to identify methodological problems as they occur within a project and to articulate effective remedies, should they believe that their current project is slipping into a fear-driven death spiral.
The project managers working with the information technology (IT) department probably subscribe to an old-fashioned approach to running programming projects. The method they are planning to use to build your enterprise data warehouse has fundamentally misjudged the best way to mitigate the risk of large software development programs. Following their outdated methods, these project managers will lead your development project into a swamp of details and wasted effort from which your data warehousing program will never escape. Because their method is so risky and labor intensive, chances are you will never see half of the EDW features you were promised. Even the minimal data warehouse they will eventually deliver will prove to be impossible to adapt in a business-reasonable timeframe when new user requirements emerge.
To save your program, you must convince IT to employ an iterative delivery method, such as the one presented in this book. By following agile enterprise data warehousing, your development team will be able to provide your company with world-class business intelligence in a fraction of the time, money, and frustration that traditional methods involve. Moreover, you will know throughout the project whether IT is truly achieving your goals. Agile EDW will rapidly provide the business intelligence your company needs to compete and thrive, and it will deliver this capability with far less risk.
Try to see the risk of enterprise data warehousing from the project sponsors' point of view, and realize that a delivery schedule measured in years makes no sense for a business analytics development program. Your company has to adopt a faster DW/BI delivery approach in order to compete effectively in the global marketplace and to survive. The risk mitigation strategies presented in this book are strategies rooted in new, agile approaches for requirements management, data modeling, and quality assurance. This combined approach offers a new way to work that delivers DW/BI systems far faster and with more effective safeguards against project failure. When your EDW sponsor says, IT has got to start delivering faster, better, and cheaper, tell the sponsor that you now have a new, agile method for achieving exactly that goal.
As a further purpose for this book, I hope to contribute to the notion of what a standard method for agile data warehousing might be. During the past 15 years, the consultants in my company and I have encountered a wide variety of iterative development practices that the people leading those efforts have all called agile data warehousing, even though many of them were clearly ineffective. To help companies avoid false starts in the future, I believe the community of agile EDW practitioners should settle upon a constellation of practices that they consider generally necessary and sufficient for a reliable incremental EDW development method. Such an outline of a standard agile data warehousing method would enable an existing development team to easily spot the gaps and misinterpretations of principles that undermine a team's particular agile implementation. It would also sketch for a company wanting to go agile a proper series of steps for such a transformation, since the complete collection of practices is too large and involved for new teams to implement in a single pass.
The agile methods available today are not really methods but instead high-level collaboration models. Accordingly, every agile EDW team that I have been asked to coach has derived its own, unique interpretation of iterative development. Variety among agile implementations is a perfectly acceptable result, given that agile principles encourage teams to self-organize and adapt the suggested techniques to meet their particular circumstances. Unfortunately, many of the homegrown implementations I have encountered were incomplete, sometimes grievously so. A good example is a telecommunications firm that invited me to help it because it realized it was practicing Scrum-But —regular sprints, as suggested by the Scrum textbooks, but without story conferences, task planning, product demonstrations, and iteration retrospectives.
After seeing many incomplete implementations, I realized that companies that desire to adopt a truly effective agile practice need to do far more than just hire a Scrum master or Kanban coach for their projects. In order to succeed, agile developers must certainly master iterative programming techniques, but that achievement will only be the first step in their transformation to a high-performance team. A world-class agile development team must also develop or acquire solid adaptations of the remaining disciplines listed previously. So that teams do not fall into the Scrum-But trap of pursuing large EDW programs with only small fractions of the necessary disciplines in place, those of us who write, speak, and tweet about agile data warehousing could develop a shared notion of what a complete agile EDW implementation includes and thoroughly embed that concept into the advice we provide.
My first two books focused mostly on just one of the five disciplines listed previously—the agile coding practices. They touched lightly on the details of requirements management and quality assurance but left the high-level organization of those disciplines unaddressed. They said little about adaptive data modeling and value-driven release cycles. This current book fills those gaps by describing the adaptations that my colleagues and I have derived for the four disciplines that should surround and support agile programming techniques. Because the agile community is constantly innovating, I am sure that should a standard method for agile EDW someday emerge, it will be significantly broader and better honed than the package of disciplines I have been able to present in my works. But I hope that my books will help the EDW profession to begin deriving a baseline agile method for our craft so that in the future, new teams can quickly arrive at development iterations that reliably achieve 90–95% of their objectives, month in and month out.
Agile concepts are already so numerous and large that even within the space of three books, I believe I have been able to merely sketch the core practices that a DW/BI team would need. For the complete collection of practices, EDW leaders should draw from several other agile data warehousing books, such as Agile Analytics by Ken Collier, Agile Data Warehouse Design by Lawrence Corr, Agile Database Techniques by Scott Ambler, and Building the Agile Database by Larry Burns. EDW leaders will benefit also from recommendations found in the seminal works addressing general agile topics, such as Extreme Programming Explained by Kent Beck, Lean Software Development by Mary and Tom Poppendieck, Agile Estimating and Planning by Mike Cohn, and Scaling Software Agility by Dean Leffingwell. The wisdom and details that agile EDW team leaders need are already contained in these works. What I have tried to contribute with my work and this book in particular is to sketch in a single place what the overall package of necessary skills looks like and how the pieces can fit together, reinforcing each other and thereby yielding a sold, fault-tolerant, and extremely powerful approach.
Although the body of knowledge for agile EDW is so large that it can be intimidating, EDW leaders should rest assured that it does not all have to be incorporated into a team's practice at once. When my consultants and I start a new agile EDW program from scratch, we ask a customer's DW/BI teams to start with only two of the five disciplines. Most of the teams focus on the agile coding method because it embodies many of the principles and philosophies that must be instilled eventually in all of the disciplines. As a parallel effort, we steer the data architects toward learning agile data modeling techniques so that the design undergirding the EDW program will allow frequent design revisions and incremental learning. Once the team members are fluent in incremental coding practices, we turn their attention to incremental requirements management because this discipline excels at defining small chunks of work that flow perfectly into an iterative programming process.
When the team is ready for another transition step, we typically introduce incremental quality assurance so that the developers start receiving solid feedback on whether their agile requirements and coding are truly effective. We usually reserve the adoption of productivity tools for last so that the team's preferred method determines the tools utilized rather than having the tools dictate how the team will work.
Many people challenge my company for including the notion productivity tools as part of a method, but my colleagues and I have seen the methods of many teams evolve considerably once a tool eliminates hours of work inherent in a key development step. Whereas disciplines one through four listed previously can easily triple a team's delivery pace, employing the tools can offer a second tripling in velocity, so it would be negligent not to give tools a place in the baseline agile data warehousing method. Readers will find that I treat the tools fairly generically in this book, so that the discussion remains firmly focused on how tools must align with a team's preferred development process rather than sinking into a morass of details concerning how developers should employ the tools' many features.
By combining the disciplines outlined in this book, the additional reading I have recommended, and a light consideration of productivity tools, DW/BI team leaders should feel that they have a good baseline description of an agile method that will enable them to both plan the broad arc of an agile transition for their companies and regularly assess where methodological gaps and misinterpretations have hampered a current implementation.
The motivation to switch a traditional DW/BI department team to iterative techniques is easy to articulate: Agilizing a company's approach to requirements, data modeling, and quality can improve by a factor of three an EDW program's delivery speed and development costs. Not coincidentally, agilizing will also drive the defect rate for DW/BI enhancement toward zero, eliminating many risks and greatly increasing customer satisfaction. For teams that add the productivity tools now available, agile practices should allow EDW programs to deliver new business intelligence services with an order of magnitude less labor and time than required by traditional project management and software engineering practices.
• Business intelligence contributes enormously to the fortunes of the companies we work for.
• Delivering effective business intelligence does not have to be slow, expensive, and prone to failure.
• Agile enterprise data warehousing offers an adaptable path to delivering quality business intelligence in one-tenth the time and cost of traditional software development techniques, greatly reducing the risk inherent in EDW programs.
• Businesses that can reliably build decision support systems to answer crucial business questions in one-tenth the time will be the first companies to seize new business opportunities and will lead their industries' cost curves downward.
This reasoning is why agile data warehousing matters tremendously, and why I have dedicated three books to presenting the approach.
Given the crucial importance of the five legs for agile DW/BI, this book dedicates a set of chapters to each of them in the order listed in the mind map shown previously. Even at an introductory level, discussing methods and techniques that simultaneously affect delivery speed, project cost, and application quality could become an unwieldy presentation. Fortunately, one can understand the multiple components of an agile EDW approach by layering them inside out, much in the pattern by which teams would learn and implement these elements. Figure 1.4 shows this layered approach, and although this drawing depicts risk management as a separate component, in truth all the elements of the method reduce project risk by making EDW development faster, better, and cheaper. For that reason, risk mitigation will serve as a unifying theme that spans all the topics we touch upon.
Figure 1.4 How a team might acquire agile EDW techniques working from the inside out.
Part I introduces the agile coding techniques that lie at the heart of agile enterprise data warehousing. The agile coding techniques that my colleagues and I have derived from Scrum and Kanban were covered in detail in my previous two books, so this portion of the text will outline the topic only enough to allow readers who are new to iterative methods to gain a basic familiarity with this foundational material.
Part II begins the discussion of how to employ agile techniques to reduce the risk of BI application projects, both large and small. I summarize the major adaptations to generic agile development methods that DW/BI teams must make to (1) accommodate the added complexity of multilayered data integration applications and (2) pursue the project with teammates who have several non-overlapping technical specialties. Embedded within that presentation are the definitions of the many terms for both traditional and agile development concepts that I employ throughout the remaining chapters. This analysis also illustrates how serious conceptual errors originate from three separate levels in DW/BI projects, and it then explains how agile thinking and iterative techniques drive those risks out of the projects that make up an EDW program.
Part III outlines agile EDW's twin approaches to requirements management. First, it discusses the lightweight style for requirements that is utilized by agile teams practicing methods such as Scrum and Kanban. This style serves as a foundation for agile projects and works well for smaller, data mart projects. The text then introduces a flexible, yet far more capable, requirements management system, which my company adapted from an older, more industrial-strength iterative method known as the Rational Unified Process (RUP).
Part IV presents the new concept of agile data engineering, which incorporates hyper data modeling techniques. These innovative data modeling techniques enable data warehousing teams to start with small data repositories and evolve them later as requirements change, without incurring ruinously expensive re-engineering and data conversion costs. After reviewing the role that data virtualization and big data technology can play in an agile EDW program, the chapters in this part of the book present two styles of hyper modeling: hyper normalization and hyper generalization. Since re-engineering costs represent an enormous portion of the EDW's total cost of development and ownership, these chapters compare the effort needed to re-engineer an EDW data schema using both traditional and hyper modeled design techniques so that readers can appraise hyper modeling's cost-reduction potential for themselves.
Part V focuses on planning an agile quality assurance effort for an enterprise data warehousing program. It first distinguishes between quality management, quality assurance, and quality control and then describes streamlined approaches to all three. It illustrates the effort needed to achieve the extensive progression and regression testing that fast-moving EDW programs absolutely require in order to deliver defect-free applications that delight their end users. This portion of the book also discusses automating the deep execution cycles that full EDW regression testing demands. Automating regression testing allows EDW teams to dedicate far more labor resources to adding new features to the BI applications instead of exhausting themselves by constantly re-validating what they have already built.
Part VI unites the multiple components discussed previously into a single, eight-step value cycle for creating an EDW subrelease. Subreleases form an important part of the agile EDW risk mitigation strategy. The value cycle proposed for each subrelease will not only draw from the new techniques for requirements, design, and quality that are offered in this book but will also illustrate how to support data governance goals and incorporate the latest crop of productivity enhancement tools into a team's iterative delivery approach.
Given the many aspects of agile EDW that are contained in this book, Part VI concludes with short statements that both project sponsors and team leaders might employ to quickly orient everyone who is involved in these enormous projects to the new realities that incremental delivery methods engender. The short statement for the project sponsor manifests as an EDW Customer's Bill of Rights, which distills what executives can expect from their DW/BI development teams now that a comprehensive agile method for data warehousing projects exists. For EDW team leaders, the short orientation statement I offer is an extension of the agile manifesto that includes the additional philosophies teams will need in order to meet the high expectations that the Customer's Bill of Rights will inspire.
Understanding agile techniques and using them to mitigate EDW program risk requires new thinking and ceaseless efforts to control a project's or program's use of time, expenditure of funds, and the quality of its deliverables. However, achieving 10-fold better utilization of company resources is a goal that makes the effort required to learn and implement new ways to work well worth the investment. In the past, the high risk inherent to EDW applications forced DW/BI departments to pursue their projects with extensive specifications up-front, despite the fact that such an approach is slow and prone to failure. This book attempts to clearly articulate the agile alternative so that those decision makers will have both the knowledge and the motivation to make a change for the better.
Traditional enterprise data warehousing projects easily fall into a negative feedback loop where fear of failure drives companies to instill so many checks and controls on the development process that delivery of value to business stakeholders slows to a crawl. To some extent these process bottlenecks can be corrected by switching to generic incremental programming methods such as Scrum and Kanban once those starter methods have been adapted for the additional complexity that data integration adds to a software development project. In order to deliver at maximum speed and with minimum risk, development teams will also need agile adaptations for the remaining components of the application development life cycle that wrap around the work of programming data transforms and front-end modules. Whereas my earlier books focused upon accelerating the work of programming business intelligence applications, this volume provides detailed guidance for fast and incremental approaches to the three remaining engineering disciplines that every EDW team must master: requirements management, database design, and quality assurance. It also describes how the latest productivity tools for data analytics, such as data virtualization, data warehouse automation, and big data management system, offer teams a new type of application development value cycle that dramatically reduces the amount of labor needed to design, build, and deploy each incremental version of an enterprise data warehouse. By following the suggestions provided in the chapters ahead, EDW project leaders such as solution architects, data modelers, and system testers can accelerate their team's delivery pace by a factor of three. Moreover, by incorporating the new breeds of productivity tools on top of those process improvements, EDW project leaders can triple again their team's delivery speed.
Agile techniques for enterprise data warehousing (EDW) incorporate two methods directly related to the agile-manifesto: Scrum and Extreme Programming (XP). Scrum organizes a team's development work into time boxes, and XP articulates many labor-saving programming techniques that the team can employ. Unfortunately, these two methods are so general that they require many adaptations to make them appropriate for building data warehouses. To adapt them successfully, EDW team leaders will have to go beyond just memorizing the prescribed agile practices to the point of embracing the values and principles undergirding each approach. Altogether, Scrum and XP incorporate nine philosophies, 26 principles, and 24 suggested practices. Knowing these underlying values and principles will equip EDW team leaders to judge whether a proposed policy or practice will enhance or hinder a team's effectiveness, thus enabling them to effectively protect a team's agility.
Agile enterprise data warehousing (EDW) is a software engineering approach for data analytic systems that borrows from many techniques, old and new. At its core lie agile techniques for general programming that were borrowed from two schools of incremental, iterative development. To make sense of agile programming for data warehousing, the reader will need an overview of the general techniques taken from each of these schools. This chapter provides an introduction to the first school, which consists of methods descending from the agile manifesto, most notably Scrum and Extreme Programming (XP). Chapter 3 provides a quick look at the other school, namely lean software development and Kanban, plus a distant ancestor to all iterative approaches used today, the Rational Unified Process (RUP). The mind map shown in Figure 2.1 illustrates how the presentation of Scrum, XP, lean, Kanban, and RUP is divided between Chapters 2 and 3. For those readers not yet acquainted with iterative and incremental programming techniques, the two chapters in this opening section of the book should serve as primer on the main methods and practices that agile has to offer, providing the background needed to understand the incremental approach to data warehouse development that will be presented later.
Figure 2.1 Mind map of generic iterative methods summarized in Chapters 2 and 3.
Because all of agile EDW's ancestor methods have been well documented in other works, they are only summarized here. A couple of graphics will make these summaries easier to read. First, Figure 2.2 shows the family tree of methods and how they combined into the agile approach to data warehousing/business intelligence (DW/BI) proffered in this book. Second, Table 2.1 lists the primary components employed in agile EDW and documents the ancestor method in which they originated, although the exact origins of some were difficult to uncover completely.
Figure 2.2 A family tree of methods and influences leading to the agile EDW method.
Figure 2.3 The traditional waterfall method. Source: Adapted from [Royce 1970].
Unfortunately, an approach exactly as depicted in Figure 2.3 was adopted into a 1985 U.S. military standard for systems development and then soon disseminated into the software industry by the military's systems integration contractors [Department of Defense, 1985].


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Chile military plane disappears with 38 aboard
A Chilean Air Force C-130 at Punta Arenas. File photo/ AFP
A Chilean military plane with 38 people aboard "lost radio communication" on Monday after taking off from the south of the country for a base in Antarctica, Chile's Air Force said.
It said 17 of those aboard were crew and the other 21 were passengers.
A "dismayed" President Sebastian Pinera, whose country has been witnessing its worst civil unrest in decades, said in a tweet that he would fly to Punta Arenas along with Interior Minister Gonzalo Blumel.
Once there, they would meet up with Defense Minister Alberto Espina to monitor the search and rescue mission.
"A C-130 Hercules aircraft took off at 16:55 (19:55 GMT) from the city of Punta Arenas to the President Eduardo Frei Antarctic Base," an Air Force statement said.
The Air Force said it declared a "state of alert" over the loss of communication at 6:13 pm with the plane, and had begun a rescue operation with aircraft and Chilean Navy vessels.
The four-engine plane had taken off from the Chabunco air base in Punta Arenas, about 1,873 miles (3,016 kilometers) south of Santiago.
It primarily carried out logistical support tasks and transferred personnel to the Antarctic base in order to inspect the base's floating fuel supply pipeline and to carry out anticorrosive treatment of the facility.
The incident is the latest drama in a country where Chileans have for nearly two months protested social and economic inequality, as well as an entrenched political elite.
The crisis and its violent demonstrations have led to 26 deaths and more than 12,000 injuries, according to the Organization of American States.
Chile Military plane Missing
17 missing in southwest China landslide
More than a dozen workers remained missing on Friday after a landslide in southwest China buried a section of railway that was under repair, according to state media.
Ras Al Khaimah Police seek help in finding missing Arab national
The police called on those who have any information on the missing person to inform them on the following numbers: 0507669229 – 072356566
Sponsor's office closed amid row over European MPs' visit
The visit of a team of Members of the European Union Parliament (MEPs) to Jammu and Kashmir created a major controversy on Wednesday as the opposition said internationalising Kashmir was a sin, and the sponsor of the Europeans went missing.
Six Cambodians held as hopes fade for missing British tourist
Six Cambodians have been held for questioning in connection with the disappearance of a 21-year-old British woman who went missing on an island popular with backpackers, as police on Tuesday said hopes were fading of finding her alive.
Father arrested for raping four minor daughters in Kerala
'Dolittle' fails to tickle the funny bone
Eastern Libyan protesters close Zueitina oil port
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ZHO provides world-class healthcare to its students
The ZHO is also in the process of concluding agreements and MoUs with dedicated entities, and visiting medical and treatment facilities in other countries to identify new services and implement ones that meet the needs of ZHO beneficiaries.
Hamdan reveals Dubai's best and worst performing service centres
The top 3 best-performing entities are DEWA, RTA and DHA. The 3 lowest-performing rankings are Dubai Customs and Dubai Culture sharing a position, followed by Land Department and Dubai Public Prosecution.
Bollywood actress Shabana Azmi injured in road accident on Mumbai highway
As per preliminary information, her car, in which her husband and National Award winning poet-lyricist Javed Akhtar was also travelling, dashed against a truck on the highway on the Mumbai-Pune lane around 4:15pm, according to a highway patrol policeman, Babasaheb Chemate.
It was the 10-year-old girl who first disclosed the matter to her teacher and soon the school authorities took all the four sisters for counselling, where they made further disclosures.


Jammu and Kashmir is a state in northern part of India and has 6 Lok sabha constituencies for 2009 elections. We bring to you Jammu and Kashmir election results starting from 1967 to 2009 Parliamentary elections. The results for 2009 will be coming out on May 16th.
What started with the Congress dominance in 1967, saw the emergence of a very powerful Kashmiri people's voice in JKN. The recent years has seen BJP making some inroads, especially in the Jammu and Udhampur constituencies.
Want to buy our Jammu and Kashmir Maps for your website or presentations? Contact us now.


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Templeton man convicted for possession of large amounts of child pornography
Jeffrey Paul Gentile
By JOSH FRIEDMAN
A San Luis Obispo County jury convicted a Templeton man of possession of large amounts of child pornography.
The jury found that Jeffrey Paul Gentile, 35, possessed at least 600 images of child pornography. At least 10 of those images depicted children under the age of 12, according to the San Luis Obispo County District Attorney's Office.
In 2015, Arroyo Grande Police Detective Jim Jolly, then a member of the Internet Crimes Against Children Taskforce, received evidence of child pornography being downloaded onto a computer and shared online with other computers. Jolly investigated the matter and traced the computer's internet protocol address to Gentile's Templeton home.
Due to the location of the home, the case was the turned over to the San Luis Obispo County Sheriff's Office. Deputies obtained a search warrant for the home, which is located in the 20 block of Lone Oak Way.
Upon searching the home, detectives seized two computers, five laptops and 25 hard drives that contained photos and videos of pre-pubescent children engaged in sexual acts, sheriff's officials said at the time. Detectives arrested Gentile for possession of child pornography and distribution of child pornography.
Prosecutors say a forensic search of Gentile's computer revealed more than 40 videos depicting explicit child pornography. The videos were the equivalent of more than 2,100 images of child pornography.
Gentile faces a maximum sentence of five years in prison, and he will be required to register as a sex offender for life. Gentile's sentencing is scheduled for Sept. 14 in the courtroom of Judge Jacquelyn Duffy.
Following the verdict in the case, District Attorney Dan Dow released a statement decrying the harms of child pornography.
"Child pornography is exploitation that causes immeasurable harm to its victims when the material is created, and again each and every time it is viewed by another person," Dow said. "Individuals who possess child pornography fuel the demand for this despicable product and perpetuate the exploitation of children. Many child molesters possess child pornography, and they often use it to desensitize their targeted victims. Our office is committed to the aggressive prosecution of these individuals and to hold them accountable."
Manhunt underway in Santa Margarita
Another tractor trailer cargo burns in Paso Robles
pnishaven
Dumbfounded. FIVE years max! Does anyone not understand a collection that large represents??
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Joe Blow
Contrast this with the guy that was sentenced to 15 years in prison for nothing more than burning someone's alphabet flag.
"nothing more than" Bullshit phobic talking point.
"Adolfo Martinez, 30, admitted to the media that he took the flag from Ames United Church of Christ due to his animosity towards homosexuals.
He was found guilty last month of hate crime harassment, reckless use of fire and being a habitual offender. He was arrested later that day, and told local media in a jail house interview that he was "guilty as charged".
"It was an honour to do that. It's a blessing from the Lord," he said, explaining that he did it because he "opposed homosexuality". "I burned down their pride, plain and simple," he told KCCI-TV. The interview was entered into the trial as evidence against him."
Hopefully he will get some help for that mental illness.
With good behavior, he'll be returned to society (to a neighborhood near you) in less than 3 years.


Beautiful red Amaryllis, the other Christmas flower, blooms fully a crossed the fabric with it leaves and a few buds. (fabric is directional). Another fabric in the old fashioned Christmas collection designed by Lisa Audit for Wilmington Prints.


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https://celticswire.usatoday.com/2019/07/09/locked-and-loaded-terry-rozier-is-ready-to-prove-himself-in-charlotte/
Locked and loaded, Terry Rozier is ready to prove himself in Charlotte
Maybe all Terry Rozier needed was a little space.
In a conference call — one of Rozier's first media availability sessions since becoming the Charlotte Hornets' newest point guard — the former Louisville guard struck what almost felt like a conciliatory tone (per the Boston Herald's Mark Murphy):
"I'm thankful for coming under [Isaiah Thomas] and Kyrie [Irving], seeing how they handled it, what they did off the court, watching film and all of it … Me being a sponge and learning, I felt like I was in my own space. I wouldn't take those four years back for anything, being in that organization under those two guys."
Suffice it to say this was not the same "Scary" Terry who torched the Boston Celtics on ESPN's First Take in May, who had a much less collegial message to share:
"I was obviously in the shadow of some guys … I feel like … the ball was either in Kyrie or Gordon Hayward's hand most of the time, so either Terry Rozier is in the corner or I'm on the bench."
These seemingly conflicting statements could hint at frustration with Celtics head coach Brad Stevens or team president Danny Ainge, perhaps, for the role Rozier was forced into last season. However, despite the frustration with the front office and coaching staff in his most recent words, one could read between the lines to find some love for Boston more generally without too much difficulty.
Looking back to that scorched-earth ESPN interview, the newly-minted lead floor general of the Hornets was signaling fairly clearly what his primary gripe was with his situation:
"Me being out there and given my floor style of play, how I play, how Terry Rozier plays, I feel like I couldn't be that person", said Rozier of his role with Boston last season, a role he had no desire to revisit in the coming one.
Fast forward to this week, his liberation from the bench complete, to hear why he's excited about his new role on a team that hasn't advanced in the postseason since Rozier was in grad school:
"Opportunity … I know every game I've started you don't have to worry about much, when I'm going to come in or go out. No knock on anybody, but when I start, I can be me."
There's been a sea of ink spilled trying to analyze what went wrong with the Celtics last season and while some of the reporting seeking to pit various players and factions against one another may indeed have truth to them in at least some of the proposed situations.
However, in the case of Rozier, while those struggles and the team's fallout may have been a factor in the dissatisfaction leading to that dramatic First Take tell-all, it's looking more and more like he simply no longer felt he fit the role demanded of him in Boston.
Whatever you believe about the potential still in the tank for the 16th overall pick of the 2015 NBA Draft, it's clear it wasn't working for the Celtics, at least until it helped facilitate a certain former UConn star's move from Charlotte's roster to Boston's in a double sign-and-trade.
There's a real opportunity for Scary Terry in the Hive, as the Hornets' home arena is sometimes called. Hornets general manager Mitch Kupchak appears to believe he's every bit the potential star Rozier thinks of himself and local media seem excited to see what the now ex-Celtic can do with their team.
For Rozier, camp can't come soon enough, where he can show the world his role in Boston's improbable postseason run in 2018 wasn't a fluke, at least on his part:
"I'm looking forward to it. I'm a ballplayer, and this is the position I want to be in. There's no pressure to that. Waited this opportunity for a long time. I respect the hell out of Kemba, a hell of a player. But I've been ready for this for a long time."