text:
Home Forums > Rugby > Rugby League > International Rugby League >
Off Topic Battle of the Local Authority Areas
Discussion in 'International Rugby League' started by rethink, Jun 16, 2019.
rethink New Member
Imagine if for one month every year each top player from England 'came home' and represented the local authority area where they grew up, instead of their usual club, money, injuries and timing are no issue in my utopia. Enter now. Imagine how refreshingly different it could be to see the stars line up in these affiliation teams, and away from the usual big v small shopping trollies club football routine.
There are 150 main local council areas in England (metropolitan boroughs, shires and unitaries of 200,000 to 1.2 million inhabitants each), so there would be upto 150 but more likely around 24 official representation teams signing up (idea A), maybe playing in divisions or in a pre-seeded ladder of likely-to-be-fairly-evenly-matched opponents (the best way to do the seeding process is another gr8 discussion topic by the way!), and rather than have the top seeds play the bottom seeds, I suggest we would design a cleverly imagined opponent allocation system just for this, that gives out more than one trophy (best improver and best in comparison to population 'little giant' might be two of the five trophies of the 5 to fight for). We'd have a total break from the usual clubs all playing at completely different shopping trolley budget levels.
There are some wonderful opponent allocation system ideas and format ideas to contemplate … Who might do particularly well and who might wear which colour?
I like to picture a team in blue or red going up against a team in green or grey or yellow, at your local stadium, and it's two of the boroughs or shires and unitaries nearest your house squaring off, a bit like a world cup game, but this time WE control the whole thing and can make changes wherever improvement is possible. Such as re-balancing how many teams could finish first this year with the trade-off considerations of bringing in separations that bring about more evenly matched pairings, and the other competing influences being those of wanting to put teams up against opponents who are not too far away, probably getting more tickets sold if we can set all later opponents in advance, rather than leave the determining of the next opponent dependent on the outcome of the first game, wanting to let teams who are lower down have big opportunities (but not setting the up to be annihilated), and wishing to make use of foreign-born players in a way that makes the top seed unable to use them but other areas can use them when playing against the top seed ...
Version B of the idea is to have only two opponents per team per year 1v3, 2v4, 5v7, 6v8, … & 1v2, 3v4, 5v6, 7v8, 9v10, …. so one Friday and the ensuing Sunday might suffice. This way, we could use just the biggest stadiums, get a bigger percentage of the games onto the top TV channels, and all games would feel more like they matter in playing for the top positions.
I do like the idea of having proper top-level home region/authority area teams (meaning each metropolitan district, borough, shire or unitary council area gets its own national team of people who grew up in the area or who slept more nights in this one area than in any other, no shopping trolleys! by shopping trolleys I mean chelsea fc and all clubs who import/buy in their talent) - I wonder what would happen if all of England's 150 boroughs, shires, metropolitan districts, and unitary local authority areas had their own teams (or just the 50 areas where rugby league is played)? and what format of opponent allocation systems might work best, and what predictions would you make if money, injuries, access to the best players and stadiums and suspending all other fixtures for a month were no issue? Would we get the same top teams every year? Should we separate into tiers of x teams to have better matched opponents?.... Let me know your thoughts, guys & girls
Remember, this would be a little like national teams, but for local authority areas like Hull, Salford, Warrington, Trafford, Calderdale, Wigan, ERoY, NY, Lancs, Wakefield (including Castleford), Kirklees, Cheshire East, Leeds, Bradford, Halton (including Widnes), Liverpool, York, Rotherham, London boroughs, and Sheffield all competing for the top spots - I think it would be marvelous and would make some very good viewing, especially if/when the tiers are well arranged, and if the number of teams in each tier changed such as year1, 3 & 5 = 12 teams in the top flight, 10 in the second and 10 in the third; all others in the 4th tier; year 2 & 4,6: 8 teams in the top flight, 10 in the second, 10 in the third and 8 in the 4th tier. Or we could go for more tiers with fewer teams in each tier, or a totally other system that allows teams the potential to leap up a long way in the rankings in a single game .....
These many England area teams could then be part of an international system in which other nations and countries of Europe (plus Lebanon and Canada) go up against our metropolitan districts in a big tournament
I think, if all real word obstacles were removed, this could've been a great concept to see ....
rethink, Jun 16, 2019


Laurie Weston Davis gets serious about listening.
If you're a conference-goer, you're very likely to find her at the center of a lively group, avidly listening.
It's her secret superpower. And that's one of the biggest reasons I was excited to sit down with her and talk, in first person.
Laurie is known for leadership on important issues across the industry, but she may be best known for her passion project: as the founder of The Geeky Girls, a thoughtfully curated social media account focused on trends and technologies in the real estate world.
Since founding The Geeky Girls, Laurie has developed a national profile.
She has served on NAR's Social Media Advisory Board, been a frequent speaker at regional and national events, and was named a Swanepoel Power 200 – Top 20 Most Influential in Real Estate Social Media 2013-14 and 2014-15.
Today, The Geeky Girls is still a thing, but she is focused on her day job as broker/owner of Better Homes & Gardens Lifestyle Property Partners in Pinehurst, NC.
Laurie told me she saw the power of listening in a new way during a meeting with her business partner Scott Lincicome.
"He had [his brokerage] not quite a year when I joined him, and then over the next year we grew the company a bit. We were the number one local independent in our market," she shared with me.
These conversations form the backbone of their business.
Laurie parlayed what she learned with Scott to what she knew about how to use social media.
Laurie's 11-year career has helped her create the unique culture at Lifestyle Property Partners.
Having been an agent with an independent brokerage first, then a Keller Williams agent, Laurie saw a wide variety of approaches.
Today she uses that knowledge, including Scott's relationship-building approach, to inform her management role.
"I still get a lot of personal referrals and I do work a few deals a year," she told us.
Today, Laurie focuses on recruiting and training for the brokerage.
Laurie trains all her agents to make sure the transaction doesn't mark the end of the relationship.
"You do a transaction, you put them in your database, and you have all kinds of good intentions of following up with them. And then it doesn't happen," Laurie said.
Laurie knows firsthand the feeling of a missed opportunity from someone close.
Her own sister-in-law was buying over an hour away from Laurie, but never even thought to ask for guidance.
"They didn't even think to reach out and ask anything of me and, uh, somehow I got wind of it and I was like, 'Hey, wait, remember, you know, I could help you out, here.'"
Laurie and Scott are such firm believers that buying leads doesn't work as well as relationships, that they made a video about it.
Leads are really people. But people we don't know much about.
They might be bored, and looking at homes. They might be curious to know what their own home is worth. They might even be providing a fake email or phone number.
It's a vicious circle. Internet leads are poorly qualified and therefore are treated poorly.
Then agents enforce the bad reputation they already have by not caring for these people in any way.
Laurie's nurture method is quite simple.
Send a text. Grab coffee. Message someone on Facebook.
By nurturing the relationships in your sphere through conversations, you not only stay top of mind, you strengthen the ties that brought you together in the first place.


Don't give your baby solids until 6 months of age. This is the unambiguous advice of the world's most highly regard medical organizations, including the American Academy of Pediatrics, the UK's National Health Service, and the World Health Organization.
Ignore the "mistaken" belief that introducing solids earlier will help your baby sleep better. Early solids could have the opposite effect, worsening your baby's sleep, according to popular parenting sites like Kelly Mom and the Baby Sleep Site.
As part of their "baby-friendly" initiatives, some hospitals now require women to sign consent forms before receiving formula. These forms purport to list the "harms" associated with "a single bottle" of formula, and ask that parents signify their understanding that formula should not be given unless medically necessary.
On its face, asking parents to sign a waiver to receive formula, a long-used and widely available way of feeding babies, seems astoundingly paternalistic. But what I find most shocking are the allegedly "scientific" claims these forms make about supplementing with formula.
What's the deal with the infant microbiome?
The human microbiome is one of the hottest topic in medical research today, and with good reason.
This collection of trillions of microscopic inhabitants–bacteria, viruses, and fungi—cover nearly every interior and exterior surface of the human body, and many scientists now believe that these unseen co-passengers, far from being incidental hangers-on, are instead actively cultivated by our bodies and play a critical role in our immune and metabolic health.
Over the last decade, studies have linked the composition of our microbiomes the to a panoply of modern ailments: obesity, asthma, allergies, acne, C difficile induced diarrhea, and autoimmune diseases like Crohn's and Type 1 Diabetes.
Our microbiome may matter most in early infancy.


You are currently browsing the tag archive for the 'homework' tag.
Lots of things to talk about. First off, a public service announcement. If you haven't see How to Train Your Dragon, please proceed to drop EVERYTHING and go to the theatre, right now, and go see it! It was so incredible. By far, Dreamwork's best film yet! The art direction was amazing; the story was heartwarming, funny, and had a great lesson; the animation was inspiring.
The dragons were done so well, especially Toothless. He was like a cross between a cat and a dog with a little bit of horse in him. I LOVE animated characters that don't talk. It really just shows what animation is all about. Be able to tell a story and convey feeling and meaning without words is what all art is, so it's really amazing seeing that in real life, especially in the medium I've chosen and hope to one day work in. Anyway, even if you aren't geeking out over the animation of the dragons, or the way the water splashed up against the rocks, or the fabulous hair/fur on the vikings, this movie was still the BOMB and needs to be seen by everyone.
Next order of business: I got my first eCritique back from Thea. She liked my sketches, but she really didn't like my pose. I'm glad she had things to say about it though. It's how I learn. And I've been learning a lot from other people's eCritiques too. I'm LOVING Animation Mentor. I am learning SO MUCH, and it's so exciting.
Week 3 is almost done. We had to animate a bouncing ball and also sketch out a few poses showing EXCITEMENT. The bouncing ball isn't so bad, we're starting out very simple. The excitement poses proved a lot more difficult than you would think. Everything just seems so cliche with excitement. I will be posting all my sketches and the bouncing ball once it's all finished, probably tomorrow.
Lastly, I am upset with Autodesk. Autodesk is the company that makes Maya which is the software that I use for AM. They have not stayed on top of their game with the new Mac OS update, and Maya doesn't like to cooperate with Mac OS 10.6.3, but of course, I have a new awesome super computer that updates on it's own, so now Maya is not cooperating with my computer. Bummer. If I had my CDs, I could do a completely new install (luckily there is a way for me to do this without losing the files on my computer), but my CDs are no where to be found, at least they won't be found in the next day and a half before my next assignment is due. So, I am going to have to put Maya on my sister's computer and do the assignment on her computer. Hence my aggravation with Autodesk right now.
I think I've rambled long enough, and I should probably hit the sack since I have to open in the morning (major bummer). Why are all the little sayings that mean go to bed have to do with hitting? So violent. Anyway, good night and happy animating!
I had cake for dinner.
It's gross, but true. Tomorrow I'm throwing out the rest of the cake. So that will stop me from eating cake for dinner again. Tomorrow for dinner, I think I will have a salad.
In other news, I have officially submitted my first real assignment for animation mentor! Woohoo! Exciting! I was pretty excited about this assignment, and had a pretty good time sketching from life. I need to do that more often, because 1. I am so entirely out of practice, so my sketching it really sucking and 2. I enjoyed it, and it will help with my animating skills.
So we had to draw a few sketches and choose the one we liked best or thought worked best and recreate it with the STU character we got from AM (Animation Mentor). I'm going to show you guys what I did for fun. Hopefully Thea likes it. I tried to convey some sort of feeling, although I don't know how successful it was. What do you think?
And this is the pose I did in Maya!
Well, that's that. Also, this week at AM, I participated in a short scavenger hunt. If I got all the answers right, I'll be put into a drawing and maybe I will get to win some cool stuff. I am desperate for an AM t-shirt.


text:
A colleague recently described the requirements process in his (non-Agile) organization to me. In their process, the business people talk to the business analysts who talk to the systems analysts who give requirements to the programmers.
As he was explaining all this, I couldn't help but reflect on all the possible points of failure.
I've seen conversations around requirements go horribly astray with just two people: a business person specifying what they want, and a developer who is supposed to implement it. How much more likely must misunderstandings be when requirements are coming from people who are multiple levels of indirection removed from the originators of the requirements?
The first thing that came to my mind is the Telephone Game. In case you've never played it, in the Telephone Game, one person thinks up a story, then whispers it to the next person. That next person whispers it down the line to the next person. And so on. Eventually when the story reaches the end of the line, the last person tells the story as they heard it to the whole group, usually with much laughter as the group hears how the story evolved through many successive tellings.
But then it occurred to me that this is less like the Telephone Game and more like a succession of translations. The business person tells a story in BizSpeak to the Business Analyst who interprets it and retells it in BA-Speak (perhaps in terms of "Must," "Should," and "May" functional requirements) to the Systems Analyst who retells it in SysSpeak (perhaps UML Use Cases and/or Sequence Diagrams) to the Programmer who must translate it into TechSpeak (maybe State Models, Class Diagrams, and ERDs) and then code. The languages may have some commonalities, but they have a lot of differences too.
And that made me wonder what would happen if I played the game with the Google translator.
So I picked an innocuous sentence out of one of my blog posts, and translated it from English to German, then to French, then to Italian, then to Spanish, and then back to English. Here's the result.
English: Agile means delivering business value frequently and consistently while adapting to changing business needs.
to German: Agile Business Wert bedeutet, liefern häufig und konsequent, während die Anpassung an sich wandelnde Bedürfnisse.
to French: Agile Business valeur signifie, et fournissent souvent de cohérence, tandis que l'adaptation à l'évolution des besoins.
to Italian: Agile Business valore significa, e spesso prevedono la coerenza, mentre l'adeguamento alle mutevoli esigenze.
to Spanish: Agilidad de negocios de valor medio y, a menudo, la coherencia, mientras que la adaptación a las necesidades cambiantes.
back to English: Agility and business value, often, the coherence, while adapting to changing needs.
Hmmm. Something got lost in translation.
Now, I wondered, what would happen if I chose more radically different languages?
to Indonesian: Tangkas berarti memberikan nilai bisnis yang sering dan konsisten sementara beradaptasi dengan perubahan kebutuhan bisnis.
to Hungarian: Fleet átlagos üzleti és következetes, alkalmazkodva a változó üzleti igényekhez.
to Dutch: Gemiddelde vloot en samenhangende activiteiten, aanpassing aan de veranderende zakelijke behoeften.
to Finnish: Keskimääräiset laivaston ja siihen liittyvää toimintaa, mukauttaa muuttuviin liiketoiminnan tarpeisiin.
back to English: Average fleet and related activities, to adapt to changing business needs.
(Hmmm. This makes me wonder whether "average fleet" is one example of a set of related activities, or whether one needs to average "fleet and related activities.")
In any case, perhaps the lesson here is that the farther apart the languages are, the more gets lost in translation. And perhaps that points firmly toward the need for a ubiquitous language, as Eric Evans and the Domain-Driven Design community describe it, across the business stakeholders and the implementation team.
Or perhaps it's just further evidence that it's amazing that any software ever does anything useful. (Truly, given how many ways things can go wrong when developing software, I'm often astounded that anything ever works.)
But going back to the original story that prompted this post, where the business people talk to the business analysts who talk to the systems analysts who give requirements to the programmers: I think this simple example in natural language illustrates the risk of having multiple levels of indirection between the business stakeholders and the technical team.
This is why close collaboration between the Product Owner and the implementation team is so important in Agile. Otherwise, the real meaning and intent of the requirements will be lost in translation, and perhaps all the business value as well.
Visiting AboutUs
I recently had the opportunity to visit AboutUs in Portland, OR. In case you're not familiar with AboutUs, they've created a community-driven wikified guide to websites.
(So how appropriate that I'm blogging this on the 14th birthday of the Wiki, as Ward Cunningham reminded us over Twitter, another catalytic technology.)
Anyway, AboutUs is doing very cool stuff. For example, here's the Quality Tree Software, Inc. profile. AboutUs automatically generated that profile the first time I searched on qualitytree.com. Then I was able to modify the automatically generated profile, and add relevant tags. And as a result of tagging, here's what happens when I search AboutUs for "Agile Testing."
I really enjoyed the open and inviting atmosphere in the AboutUs offices. Huge windows run along the outer walls of the offices, letting in a ton of natural light. And the office has an open floor plan featuring 100% mobile workstations. The result is a highly functional, adaptable space that feels light and airy. (This picture that the AboutUs folks posted on Flikr captures the feel of the space well.) Add in the openness of the people there, and you have a groovy, fun, and productive work environment. I was sorry I could only stay for a few short hours.
While I was there, Ward interviewed me for his series of lightning interviews.
Ward's gentle interview style made the whole process feel very natural, like a normal conversation. And I really enjoy conversations with Ward. So if it looks like I'm having a blast in the interview, it's because I am!
I hope they let me come back and visit again soon!
Agile Certifications
Certification of software professionals has been a hot topic for quite a while. At least 15 years. Maybe longer.
I keep hoping that the whole thing will blow over.
But it hasn't. And it's not going to. Too many people have too much of a financial stake in the success of certifications. Certification customers, including individuals and their employers, want certifications to have value. Certification providers want to continue making money.
But while I've been able to ignore most development and test certification initiatives up until now, I don't think I am going to be able to ignore Agile certifications for much longer.
So I guess it's time for me to talk about this publicly. I'll start with tester certifications.
General certification programs, like the ISTQB tester certification, focus on knowledge of "best practices" and definitions. I have nothing against learning the material in the ISTQB Syllabus. There's good stuff in there (even if the most recent books in the Foundations bibliography were published in 2004). However, I do have a problem with charging a whopping huge amount of money for test preparation classes, and testing people on their ability to memorize the contents on a Body of Knowledge, then slapping a Certified Tester stamp on their forehead.
The classes surely have some value. The trainers I know who teach certification prep classes certainly have much to offer. I see no harm in learning what these people have to teach.
But the cost of these classes is high. Certification preparation class can cost hundreds of dollars more than comparable non-certification classes, and the ISTQB test fee is another couple of hundred dollars.
And for what?
It is not clear to me that there is any evidence demonstrating a positive correlation between competence at software testing and possession of an ISTQB certification. (Some wags have argued that there is a negative correlation. I'm not going there.)
Rather, I suspect there is no correlation. I do not believe that certified software testers are any better at testing, on average, than uncertified testers.
And because I do not think there is a correlation between tester certification and competence, I see no value in software testing certifications. I think they're a marketing scheme concocted to increase training revenues.
But people buy into this stuff, and classes leading to certification outsell classes that don't lead to certification.
It's important for me to note that I don't have any problem with certifications in a specific technology. When Microsoft certifies someone as an MCSE, it means that Microsoft, the creator of a technology, is certifying that the candidate has met minimum competency requirements in that technology. Microsoft is not pretending to certify someone as a developer; they're certifying that the candidate knows some specific fiddly details about a specific technology related to development.
It may seem like I'm splitting hairs. But it's an important difference. There is a right and a wrong answer for specific technical questions like how to change a Windows Registry setting (hint: it's not the form you submit to Microsoft to register your copy of Windows). General topics, like Software Testing, are not so clear cut. What's right in one context could be dead wrong in another.
So, enough on tester certifications. I've successfully ignored them up until now, and plan to continue ignoring them in the future.
What I'm really concerned about are general Agile certifications.
I started hearing the rumblings around Agile certification some years back. In response, the Agile Alliance published a statement about certifications. It's a good statement. I'm delighted the AA published it. I was in the room when Brian Marick and a small group decided to write the statement and I think they did a fabulous job on it. That can't have been an easy thing to write.
And I was delighted when Laurent Bossavit and Brian Marick started WeVouchFor, a different kind of certification involving endorsements of competence rather than tests of knowledge.
Sure, there's always a risk with endorsements that it becomes a kind of you-scratch-my-back-I-scratch-yours mutual love-fest. But I think that even such reciprocal endorsement arrangements say far more than commercial exam-based certifications that have a pass rate in the high 90%s. I'm not alone in that perspective, but endorsements alone are not enough for a lot of people. They want the certification.
I do understand the desire to have Agile certifications.
Agile is relatively new. There are a lot of people, and companies, sporting big ol' "Now with Agile!" stickers slapped on top of their old RUP/CMM/CMMi/current-hot-thing stickers. So it can be difficult to tell those with deep Agile understanding from those who think they'll make more money by adopting the hot buzzword-of-the-month.
And so employers look for objective evidence, like certifications, that someone who claims to know Agile actually knows what they're talking about. And individuals want those certifications as a form of evidence.
The only real Agile certifications that I am aware of right now are the various Scrum certifications. Since Scrum is now the most popular Agile process, it's no surprise that the Certified Scrum Master (CSM) is the most commonly-held Agile-related certification available today.
As an aside, it's my understanding that the CSM designation started as a kind of an in-joke. I got my CSM by taking the CSM class. In it, Ken Schwaber said that the certification meant that we probably knew a little more at the end of class than we did at the beginning. But he wasn't guaranteeing it. And then he taught us all the "secret handshake" (woof) so we could prove to other CSMs that we were in the club. (For the record, I took the CSM class so I could meet Ken Schwaber and learn about Scrum from one of the originators. The certification was a side effect of taking the class. The AHA! moments and resulting deep learnings are far more valuable to me than the certification.)
Then the Scrum Alliance decided to take the CSM, and other Scrum certifications, seriously. They put teeth in the certification.
And that's fine. It seems to me that the Scrum certifications are like technology certifications. The Scrum Alliance is certifying knowledge of Scrum, a specific process. They're not trying to certify general knowledge across all things Agile. They're not saying that being a CSM means you're generally competent. They're just saying that being a CSM means you know what a Scrum Master does within the Scrum process. You know the mechanics.
Further, the CSM class is fabulous with or without certification. It's experience-based, participative, interactive and leads to deep learning. I recommend it.
But this week, I am again hearing the rumblings for general Agile certifications, not just Scrum certifications.
People are asking me how to become Certified Agile Testers. The very thought makes me queasy. Agile Testing isn't a process or a technology. It's testing in an Agile context. And that's not something I know how to certify someone in.
And just today I ran across a site run by the self-proclaimed World Agile Qualifications Board. And that made me angry. Really angry. Angry enough to write this post and not to link to their site. You can search them out if you want to, but I won't drive traffic their way.
Alan Page suggested on Twitter that perhaps it's an April Fool's Joke, like Waterfall2006.com. I'm hoping he's right. I'd rather feel stupid for falling for the joke than outraged at the reality.
However, even if it turns out to be a practical joke, the strength of my anger surprised me.
On reflection, and being brutally honest, I realized that it's an anger borne of fear.
I fear that the quest for certification and availability of general Agile certifications, no matter how dodgy, will lead people away from the non-certification classes and services that I, and others like me, offer.
In this economy, that could be disastrous for my business.
I would like to believe that people in this industry are sufficiently discerning that they will come to my Agile Testing classes because my classes are valuable. The kinds of things I teach are not the kinds of things that are certifiable.
How do you certify someone on the realization that they've been playing the hero all too often? Or on the bone-deep visceral understanding around the effects of changes in feedback latency. These are the kinds of lessons that I believe participants in my Agile Transformation simulation learn. And they are not things that translate to a certification exam.
And so I am afraid, even though I know that fear is a lousy compass.
Being afraid makes me feel pressure to offer something certification related. But doing so goes against my principles for all the reasons I've already explained.
Maybe the best thing I could do would be to offer a self-certification. Want a certification? Declare yourself certifiably Test Obsessed. Here's the certificate:
Handling Bugs in an Agile Context
I was honored to be included on the lunch and learn panel at the Software Quality Association of Denver (SQuAD) conference this week. One of the questions that came up had to do with triaging bugs in an Agile context. Here's my answer, in a bit more detail than I could give at the panel.
The short answer is that there should be so few bugs that triaging them doesn't make sense. After all, if you only have 2 bugs, how much time do you need to spend discussing whether or not to fix them?
When I say that, people usually shake their head. "Yeah right," they say. "You obviously don't live in the real world." I do live in the real world. Truly, I do. The problem, I suspect, is one of definition. When is a bug counted as a bug?
In an Agile context, I define a bug as behavior in a "Done" story that violates valid expectations of the Product Owner.
There's plenty of ambiguity in that statement, of course. So let me elaborate a little further.
Let's start with the Product Owner. Not all Agile teams use this term. So where my definition says "Product Owner," substitute in the title or name of the person who, in your organization, is responsible for defining what the software should do. This person might be a Business Analyst, a Product Manager, or some other Business Stakeholder.
This person is not anyone on the implementation team. Yes, the testers or programmers may have opinions about what's a bug and what's not. The implementation team can advise the Product Owner. But the Product Owner decides.
This person is also not the end user or customer. When end users or customers encounter problems in the field, we listen to them. The Product Owner takes their opinions and preferences and needs into account. But the Product Owner is the person who ultimately decides if the customer has found something that violates valid expectations of the behavior of the system.
Yes, that does put a lot of responsibility on the shoulders of the Product Owner, but that's where the responsibility belongs. Defining what the software should and should not do is a business decision, not a technical decision.
Speaking of expectations, let's talk about that a little more.
When the Product Owner defines stories, they have expectations about what the story will look like when it's done. The implementation team collaborates with the Product Owner on articulating those expectations in the form of Acceptance Criteria or Acceptance Tests.
It's easy to tell if the software violates those explicit expectations. However, implicit expectations are a little more difficult. And the Product Owner will have implicit expectations that are perfectly valid. There is no way to capture every nuance of every expectation in an Acceptance Test.
Further, there are some expectations that cannot be captured completely. "It should never corrupt data or lose the user's work," the Product Owner may say, or "It should never jeopardize the safety of the user." We cannot possibly create a comprehensive enough set of Acceptance Tests to cover every possibility. So we attend to both the letter of the Acceptance Tests and the spirit, and we use Exploratory Testing to look for unforeseen conditions in which the system misbehaves.
Finally, let's talk about "Done." Done means implemented, tested, integrated, explored, and ready to ship or deploy. Done doesn't just mean coded, Done means finished, complete, ready, polished.
Before we declare a story "Done," if we find something that would violate the Product Owner's expectations, we fix it. We don't argue about it, we don't debate or triage, we just fix it. This is what it means to have a zero tolerance for bugs. This is how we keep the code base clean and malleable and maintainable. That's how we avoid accumulating technical debt. We do not tolerate broken windows in our code. And we make sure that there are one or more automated tests that would cover that same case so the problem won't creep back in. Ever.
And since we just fix them as we find them, we don't need a name for these things. We don't need to prioritize them. We don't need to track them in a bug tracking system. We just take care of them right away.
At this point someone inevitably asks, "But don't we need to track the history of the things we fix? Don't we want to collect metrics about them?" To that I answer "Whatever for? We've caught it, fixed it, and added a test for it. What possible business value would it have to keep a record of it? Our process obviously worked, so analyzing the data would yield no actionable improvements."
If we are ever unsure whether something violates the Product Owner's expectations we ask. We don't guess. We show the Product Owner. The Product Owner will say one of three things: "Wow, that's a problem," or "That's outside the scope of this story, I'll add it to the backlog," Or "Cool! It's working exactly as I want it to!" If the Product Owner says it's a problem, we fix it.
If the Product Owner says "Technically, that's a bug, but I would rather have more features than have you fix that bug, so make a note of it but leave it alone for now" then we tell the Product Owner that it belongs on the backlog. And we explain to the Product Owner that it is not a bug because it does not violate their current expectations of the behavior of the software.
Someone else usually says at this point, "But even if the Product Owner says it's not a problem, shouldn't we keep a record of it?" Usually the motivation for wanting to keep a record of things we won't fix is to cover our backsides so that when the Product Owner comes back and says "Hey! Why didn't you catch this?" we can point to the bug database and say "We did too catch it and you said not to fix it. Neener neener neener." If an Agile team needs to keep CYA records, they have problems that bug tracking won't fix.
Further, there is a high cost to such record keeping.
Many of the traditional teams I worked with (back before I started working with Agile teams) had bug databases that were overflowing with bugs that would never be fixed. Usually these were things that had been reported by people on the team, generally testers, and prioritized as "cosmetic" or "low priority."
Such collections of low priority issues never added value: we never did anything with all that information. And yet we lugged that data forward from release to release in the mistaken belief that there was value in tracking every single time someone reported some nit picky thing that the business just didn't care about.
The database became more like a security blanket than a project asset. We spent hours and hours in meetings discussing the issues, making lists of issues to fix, and tweaking the severity and priority settings, only to have all that decision making undone when the next critical feature request or bug came in. If that sounds familiar, it's time to admit it: that information is not helping move the project forward. So stop carrying it around. It's costing you more than it's gaining you.
So when do we report bugs in an Agile context?
After the story is Done and Accepted, we may learn about circumstances in which the completed stories don't live up to the Product Owner's expectations. That's when we have a bug.
If we're doing things right, there should not be very many of those things. Triaging and tracking bugs in a fancy bug database does not make sense if there are something like 5 open issues at any given time. The Product Owner will prioritize fixing those bugs against other items in the product backlog and the team will move on.
And if we're not doing things right, we may find out that there are an overwhelming number of the little critters escaping. That's when we know that we have a real problem with our process. Rather than wasting all that time trying to manage the escaping bugs, we need to step back and figure out what's causing the infestation. Stop the bugs at the source instead of trying to corral and manage the little critters.

redpajama_set_name: RedPajamaCommonCrawl


Rattlesnake Root – Protection, Money.
Roots – Protection, Power, Divination.
Rose – Love, friendship, luck, protection, psychic power and divination.
Uses: Conserves of roses or rose petals in honey are often recommended for nausea and sore throats. Roses are high in vitamin C.
Rosemary – Improve memory, sleep, purification, youth, love, power, healing, protection, intellectual. Promotes healing of wounds, acts as an antiseptic, and can be a mild stimulant. Good in teas for treating flu, stress, and headaches or body aches. Mental and physical booster. Used for treating (oil form) muscular sprains, arthritis, rheumatism, depression, fatigue, memory loss, migraine headaches, coughs, flu and diabetes. Excellent remedy for acne or cellulite. When the leaves are soaked in wine for two weeks, small glasses may be taken as a digestive aid. Oil of rosemary is excellent in hair conditioners, and the flowers of this herb may be added to lotion recipes to improve the complexion. Add to all purification bath sachets, love incenses, and protection incenses. Make a tea of rosemary and use it to cleanse the hands before working magic, if you have no time for a regular ritual bath. Burn rosemary and juniper as a healing and recuperation incense.
Rowan – Psychic Powers, Healing, Protection, Success.
Rue – Protection, preventing illness, clearness of mind, purification of ritual spaces and tools, clearing the mind of emotional clutter.


text:
/** @file
    @brief Header

    @date 2011

    @author
    Ryan Pavlik
    <rpavlik@iastate.edu> and <abiryan@ryand.net>
    http://academic.cleardefinition.com/
    Iowa State University Virtual Reality Applications Center
    Human-Computer Interaction Graduate Program
*/

//          Copyright Iowa State University 2011.
// Distributed under the Boost Software License, Version 1.0.
//    (See accompanying file LICENSE_1_0.txt or copy at
//          http://www.boost.org/LICENSE_1_0.txt)
//
// *** WARNING: This file must only be included in a .cpp or .C file, not
// in a .h file, because it includes <vector>, and we can't have any standard
// library files in the VRPN headers because that will make VRPN incompatible
// with libraries that use the other flavor of <vector.h>.

#pragma once

// Internal Includes
#include "vrpn_MainloopObject.h"

// Library/third-party includes
// - none

// Standard includes
#include <vector>

/// A container that holds and owns one or more VRPN objects,
class vrpn_MainloopContainer {
public:
    /// Constructor
    vrpn_MainloopContainer() {}
    /// Destructor: invokes clear()
    ~vrpn_MainloopContainer();

    /// Clear internal structure holding objects, deleting them
    /// in reverse order of their addition.
    void clear();

    /// Add an object wrapped by vrpn_MainloopObject.
    /// Return NULL if the object has a problem (indicated by
    /// broken()).
    vrpn_MainloopObject *add(vrpn_MainloopObject *o);

    /// Template method to automatically wrap objects
    /// with vrpn_MainloopObject before adding them.
    /// Return NULL if there is a problem with the object add.
    template <class T> T add(T o)
    {
        if (!add(vrpn_MainloopObject::wrap(o))) {
            return NULL;
        }
        return o;
    }

    /// Runs mainloop on all contained objects, in the order
    /// that they were added.
    void mainloop();

private:
    std::vector<vrpn_MainloopObject *> _vrpn;
};

/* -- inline implementations -- */

inline vrpn_MainloopContainer::~vrpn_MainloopContainer() { clear(); }

inline vrpn_MainloopObject *vrpn_MainloopContainer::add(vrpn_MainloopObject *o)
{
    // If the object is NULL, we have a problem and don't add it.
    if (!o) {
        return o;
    }

    // If the object is broken(), this indicates a problem
    // with the device.  We also do not add it and we return NULL to show.
    // that there is a problem.
    if (o->broken()) {
        fprintf(
            stderr,
            "vrpn_MainloopContainer::add() Device is broken, not adding.\n");
        return NULL;
    }

    _vrpn.push_back(o);
    return o;
}

inline void vrpn_MainloopContainer::clear()
{
    if (_vrpn.empty()) {
        return;
    }
    /// Delete in reverse order
    for (int i = int(_vrpn.size()) - 1; i >= 0; --i) {
        delete _vrpn[i];
        _vrpn[i] = NULL;
    }
    _vrpn.clear();
}

inline void vrpn_MainloopContainer::mainloop()
{
    const size_t n = _vrpn.size();
    for (size_t i = 0; i < n; ++i) {
        _vrpn[i]->mainloop();
    }
}

redpajama_set_name: RedPajamaGithub


Employee relations managers are responsible for facilitating employee relations and resolving human resource issues on behalf of a company. As a branch of human resource management, incumbent in this position deal with everything related to employee and management relations and work to help employees and management understand each other. This is a collaborative position in the HR field, so people with a passion for creative conflict resolution and a knack for negotiation will thrive in this role.
·Design a program in Employee Relations to ensure the fair treatment of employees and effective communication between employees and managers.
·Creating and enforcing policies and procedures related to employee relationship program.
·Resolve workplace conflicts and conduct all investigation related to employee complaint.
·Advise managers on how to effectively deal with employees, especially in difficult situations.
A bachelor's degree in human resources or business is required for this position. 6 – 8 years of minimum experience in employee relations or HR management is required as well. Leadership, experience with labor laws and industry certifications can give job candidates an edge over the competition.
This is a full-time exempt position. Days and hours of work are Monday through Friday, 40 hours a week. Occasional evening and weekend work may be required as job duties demand.
The position is based out of Fremont / Newport Beach. Frequent travel to all campuses is expected for this position.


NEW DELHI: The National Investigation Agency (NIA), which is investigating the case relating to IS-inspired module based in Delhi and UP, late on Friday arrested another accused who had travelled to Jammu & Kashmir in May and August 2018 to arrange for weapons and training of the module.
The accused, Muhammad Absar, resident of Jasora, Meerut, is a Quran teacher at Jamia Husania Abul Hassan in Hapur. He had visited Tral twice along with Saqib Iftekar, arrested on December 26, 2018, to meet a local contact, a moulvi. The two sought help of the moulvi, who was known to Iftekar to connect to a Kashmiri 'mujahideen' who could help them procure weapons and also impart arms training.
The moulvi connected them with a person, who the two accused met and spoke for arranging weapons and training. While the NIA has examined the moulvi based in Tral, it is still verifying antecedents of the other person. Following Absar's arrest, NIA on Saturday carried out searches at three locations in Meerut and Hapur with the support of the Uttar Pradesh Police.
An NIA official said Absar was arrested as he was member of the ISIS-inspired 'Harkat-ul-Harb-e-Islam' module busted in Delhi and Amroha and "part of the conspiracy to attack vital security establishments and prominent persons ". Twelve accused have been held so far.


text:
Scammers posing as cable and satellite providers to push for 'equipment upgrades'
Beware calls claiming to be from your cable or satellite provider promising a lower bill
If your cable or satellite bill is pushing $200 or more a month, you'll probably be interested in any way to lower it.
That's why many are perking up after getting calls this month about lowering their cable or satellite TV bill.
The only problem: in most cases, it is not a legitimate offer.
For Charlotte Harrison, Dish Network is her connection with the world, at her home.
"I don't have an outside antenna, so I have to depend on Dish," she said.
So when Dish Network called, informing Harrison she needed to upgrade her equipment, she listened. The man said it would lower her bill $40 a month, something that interested her.
At first, she says, the caller said it was optional, but then his tone changed.
"He said we are going to cut you off if you don't do this. He said I have to send that check out today, or they were going to cancel my service," Harrison said.
The caller wanted her to mail $149 to a post office box in New Mexico.
"I said, 'Why can't you put it on my regular bill?'" Harrison wondered. "He said no, I had to send that check out today."
"I think it's awful, because it scared me," she said. "They said I need to do this so I don't lose my TV."
Why you should say no to calls
The call turned out to be a slick scam, and it is not just targeting Dish customers.
People who subscribe to DirecTV and cable have also reported receiving similar calls from people claiming to be from their provider about lowering their bill.
Last year, Jackie Wikinson said she got a similar call about her cable equipment, from what showed up on her Caller ID as Spectrum cable.
"He asked if I want to save money," Wilkinson said. "Naturally, in this day and age, who doesn't want to save money."
Same scam, different day
Don't let this happen to you.
Satellite and cable providers will never call you about lowering your bill.
They will never ask for an upfront payment for an upgrade.
Any upgrade in channels or equipment should be added to your next bill.
Harrison's daughter Tiffany is just glad her mom got suspicious.
"It is wrong, it's very wrong," she said.
If you want to lower your bill, give your provider a call. That way, you don't waste your money.
For more consumer news and money-saving advice, go to www.dontwasteyourmoney.com


text:
Q: Share data between controllers using Service AngularJs 1.6.1 Background
I am making a census app about gnomes. This app shows a list of all gnomes and allows you to filter it.
Problem
The problem is that the filter is not working! My gnome-filter controller cannot communicate with the gnome-list controller. To solve this problem I tried creating a service by reading this answer in StackOverlflow:

*

*https://stackoverflow.com/a/21920241/1337392
However, after creating what I believe to be a fine replica of the answer, it is still not working.
Code
When the app first loads, gnome-list makes a request to the gnome census server to get all the gnomes and show them.
However, there are a lot of gnomes, so I offer you the option to filter them and only get those with read hair, by using the gnome-filter.
Unfortunately, even though I make a request to the server, and I get an answer, my service is not working...

/*global angular*/

(function() {
  var app = angular.module("census", []);

  app.controller("gnomeFilter", function(DataShareServ) {
    var self = this;
    self.listServ = DataShareServ;
    self.makeRequest = function() {
      self.listServ.request({
        hairColor: "red"
      });
    };
  });

  app.controller("gnomeList", function(DataShareServ) {
    var self = this;
    self.listServ = DataShareServ;
    self.listServ.request();
    self.list = self.listServ.data;
  });

  // Create the factory that share the Fact
  app.factory('DataShareServ', function($http) {
    var self = this;
    self.list = {};

    self.list.data = [];

    self.list.request = function(params) {
      var theUrl = 'https://gnome-shop-fl4m3ph03n1x.c9users.io/api/v1/gnomes';
      if (params.hairColor)
        theUrl = theUrl + "?hairColor=" + params.hairColor;

      $http({
        method: 'GET',
        url: theUrl,
        headers: {
          'Content-Type': 'application/json; charset=utf-8'
        }
      }).then(function successCallback(response) {
        self.list.data = response.data.entries;
        console.log("submitted");
      }, function errorCallback(response) {
        console.log('Error: ' + response);
      });
    };

    return self.list;
  });

})();

  <form ng-controller="gnomeFilter as filterCtrl" ng-submit="filterCtrl.makeRequest()">
    <button type="submit">Get Reddies !!</button>
  </form>

        {{gnome.name}}

Questions

*

*What is wrong with my code? How can I fix it?

A: The obvious problem is that self.list is being reassigned.
After self.list = response.data.entries is done, self.list and DataShareServ.data refer to different objects.
It could be solved by keeping the reference to the same object with
self.list.length = 0;
Object.assign(self.list, response.data.entries);

Another problem is that controller does the job that it shouldn't, this results in design issues. $http requests shouldn't be performed in controller. DataShareServ service should contain methods that modify its own data.

A: Since you are assigning the DataShareServ to the scope of your gnomeList Controller, you could simply iterate over the Data which is stored in your service and which gets updated and reassigned on every request. This way you don't have to deal with syncing your objects on different Controllers.
This way, the html would look something like this:

   {{gnome.name}}

Edit
Also note, you have another Problem in your Code. In the gnomeList Controller, you are calling the request method of your Service which does an async request to some endpoint and assigns its result to a local variable, but you do not wait with assigning your controller variable to the result of the Service variable. So in simple Words:
self.list = self.listServ.data;

this will always be empty because the http request is async. You need to deal with Promises (or something like that). Take a look at the $q Service from angular: https://docs.angularjs.org/api/ng/service/$q
Note that this would not be important if you would go with my solution, just wanted to point that out.

redpajama_set_name: RedPajamaStackExchange


In writing Conserving Mount Nittany, one of the things that struck me was how little land acquisition has been a part of the Mount Nittany Conservancy's focus over the past two decades.
In speaking with one of their board members, I came to understand that the perspective was essentially: "Land is expensive." But that's always been the case. And I think in the coming decades land acquisition around the lower portions of the Mountain will become important.
As Lemont and the larger Nittany Valley area develops, it'll become increasingly important to keep Mount Nittany's skirt as natural as possible.
The first half century of Mount Nittany's conservation was the story of large scale property acquisitions that define the Mountain in our imaginations. The next century will deal with tell the story of the successes or failures of the conservation of the less distantly visible properties that serve as the gateways to the Mountain and its trailhead. In most cases this will involve purchases of homes or lots, and either repurposing them or returning them to nature.
A recent Mountain hike is what got me thinking about this. And seeing the property above, located just near the Mount Nittany Road trailhead, specifically got me thinking about how to cultivate relationships with private land owners.
1. An annual development campaign that aims to generate a higher and more consistent level of unrestricted gifts which live in an account that's treated as siloed and sacrosanct for the purpose of new property purchases.
2. In conjunction with professionalizing its development approach, the Mount Nittany Conservancy should actively form relationships with any/all property owners around the Mountain's lower portions, with the goal of the owners agreeing to give the Mount Nittany Conservancy right of first offer if/when they should choose to sell their homes or lots.
This is a simple approach that involves two things the Mount Nittany Conservancy has historically been good at doing: storytelling and communication.
It simply expands on these strengths through a one page legal agreement with property owners to formally acknowledge that they'll give the Mount Nittany Conservancy the first chance to buy their land if/when they ever decide to sell it.
And if they do, the Mount Nittany Conservancy would already be positioned at minimum to take out a loan for it and pay off the remaining through its annual campaigns.


text:
Home - Workers threatened with dismissal after raising health and safety concerns
back to Case Law
Workers threatened with dismissal after raising health and safety concerns
WorkSafe Victoria v Patrick Stevedores Holdings Pty Ltd (2018)
Patrick Stevedores Holdings Pty Ltd (Company) operated a port in Hastings, Victoria. In February 2009, a client of the Company delivered 800 steel coils to a warehouse at the port, so that the coils could be loaded onto vessels.
The coils were of varying sizes and weights, and the port stevedores were concerned that the heavier coils would exceed the safe working load of the forklifts being used. The team leader phoned the port manager, who told him to "fix it". However, the team leader was unable to locate a suitable forklift. The port manager then suggested a different method of loading the coils. The team leader and an appointed health and safety representative determined that this method was also unsafe.
Upon alerting the port manager of their conclusion, the port manager berated the team leader, threatening him, the health and safety representative and other employees with their jobs if they continued to make health and safety complaints and failed to follow his orders.
Later the next day, after expressing their concerns, the port manager made further representations to certain employees that there was a 'reform' list, and threatened them with being placed on this list, despite such a list never existing.
WorkSafe inspectors attended the warehouse a day later and declared that the port manager's proposed method of using the forklifts was unsuitable.
The Magistrates' Court found the Company guilty on six counts, including threatening to dismiss employees because they were a health and safety representative or because they raised health and safety issues or concerns. The Company was convicted and ordered to pay a fine totalling $475,000.
The Lessons
You must have strict health and safety procedures in place with which workers of all levels of management are required to follow. Make it clear to workers the importance of health and safety measures, and promote an environment where workers are encouraged to raise their health and safety concerns.
It is also important to ensure that health and safety representatives are not discriminated against or victimised as a result of their position.
Show 0 comment
Login to comments


I've read clammyc's diary entitled "Either You Are for Bombings and Killings or You Are Not," which argues, in part that life, and an end to war, should be preserved at all costs.
Killing leads to more killing. Plain and simple. If your town or house is raided or bombed, or if a family member is killed by a bomb or by "accident", chances are that you are going to be pissed and hold a grudge.
Behind these absolutist words is fear: the fear, above all, of death. If we condone killing under any circumstance, so the reasoning goes, we oppose the basic tenet of human nature: the incessant drive toward life.
The argument is viscerally persuasive, but, in my view, misses the point entirely. Civilized society is, in some ways, the triumph of the intellect over certain parts of human nature. And democracy demands an acceptance of the idea that a life with no liberty is worse than death.
Great American leaders throughout history have understood this fact. Whether fighting "to make the world safe for democracy," in Woodrow Wilson's words, or "that government of the people, by the people, for the people, shall not perish from this earth," in Abraham Lincoln's, they have understood that democracies are easy prey for zealot conquerors; they require strong, active, and unified governments in order to hold their own on the world scene.
But the earliest and, arguably, the most eloquent defense of the principle of democratic defense comes from today's text: Patrick Henry's famous speech to the Virginia House of Burgesses on March 23, 1775.
First, a bit of history. This was a time after the Boston Massacre, after the Boston Tea Party, and just before Lexington and Concord. Tensions were boiling over in Massachusetts, but had not yet reached fever pitch in Virginia. In fact, one could easily have made the argument, Virginia was not oppressed at all by the events in Massachusetts, an allied but politically distant entity. Virginians could have argued that further inflaming England by opposing the so-called Intolerable Acts would have been inviting bloodshed, making peace impossible. In fact, many did. But Patrick Henry disagreed with these people. He explained why in the following words.
I have been to the House of Burgesses and sat in the same seats those men did that spring afternoon. The comfortable, breezy chamber seems a world away from the bloody battlefields that their vote would create in the American wilderness. Few in the chamber had ever seen military action; Henry himself had not, though he would soon lead the local militia against British Royal Governor Lord Dunmore in the famous "Gunpower Incident". Yet they voted for what they increasingly knew would be military aggression, because they knew that the British had inaugurated a war greater than life: a war against liberty, against freedom.
If we truly believe in our liberties, we should not be afraid to defend them with our lives, or, as voters or as leaders, with the lives of those in our charge. In the case of Israel's current war on Hesbollah, consider the consequences of not fighting the war. Israeli citizens afraid to walk the streets or shop at markets for fear their children will be killed by suicide bombers; Israeli soldiers unable to patrol the border without running the risk of being kidnapped; for Israel "there is no retreat but submission and slavery." Because democratic nations are founded on the fervent belief that there is a fate worse than death: fear.
The compassionate individual understands that bloodshed should be avoided if at all possible, and it should not be invoked unless freedoms really are at risk; the most famous recent instance of the violation of this principle is, of course, the disastrous war in Iraq. But democracy cannot survive unless we acknowledge that there are beliefs worth defending with guns, because its enemies have no compunctions about shooting its defenders. Too often peace is "betrayal with a kiss" -- convincing ourselves, for expediency's sake, that our beliefs do not require blood in their defense. And sometimes death is necessary so that the most important of Franklin Roosevelt's Four Freedoms -- freedom from fear -- can be realized for others.


text:
BELLA WATCHES MOVIES
BELLA HAS A DREAM
About Bella
Bella's Reviews
Bella's Blog
5 Paw
Black Widow is a movie that has been on the shelf for over a year. It is an amazing movie because it tells the story "Natasha Romonoff/The Black Widow". The movie takes us to Natasha's early years and how everything began.
The movie took us from Ohio where "Natasha" played by Ever Anderson and later by Scarlett Johansson lived with her Mother "Melina" played by Rachel Weisz, Father "Alexei" played by David Harbour, and her sister "Yelena" played by Violet McGraw and Florence Pugh. They were sleeper agents. When they were discovered they fled to Budapest and the girls became Widows.
Widows are army of girls were trained as assassins. All of the assassins worked for "Dreykov" played by Ray Winstone. When the family returns to Budapest both "Natasha" and "Yelena" were made Widows.
The movie then jumps to the present follows "Natasha"after "Captain America- Civil War". It's a good idea to watch that one first. The movie shows how Natasha reunites with their family with a common goal. T
The movie is one of the best movies that has come out this year though it was finished and schedule to be released this year. It also said because is the last movie that will feature 'Natasha Romonoff" because her life ended in "Avengers End Game".
But it is wonderful additional to the Marvel Universe.
Built with HTML5 and CSS3 - Copyright © 2015-2017 BellaGoesToTheMovies.com
Site design and maintenance by PIxeled Impressions.


text:
Q: How to create loop python tkinter arc shape I draw shapes in tkinter and code is like this ->
myCanvas.create_arc(30, 290, -10, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(40, 290, 0, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(50, 290, 10, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(60, 290, 20, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(70, 290, 30, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(80, 290, 40, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(90, 290, 50, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(100, 290, 60, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(110, 290, 70, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(120, 290, 80, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(130, 290, 90, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(140, 290, 100, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(150, 290, 110, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(160, 290, 120, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(170, 290, 130, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(180, 290, 140, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(190, 290, 150, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(200, 290, 160, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(210, 290, 170, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(220, 290, 180, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)
myCanvas.create_arc(230, 290, 190, 160, start = 160, extent = -70, style = ARC, outline = 'green', width = 2)

I want to make it easy and want to loop so then I wrote this code ->
y1 = 290
y2 = 160
for k in range(30, 240, 10):
    x1 = k
    # print(x1)
    for j in range(-10, 200, 10):
            x2 = j
            # print (x2)
            myCanvas.create_arc(x1, y1, x2, y2,start = 160, extent = -70, style = ARC, outline = 'green', width = 2)

But the final result is different . What is wrong with my loop code ?

A: The problem is that you have 2 for loops. Try adding print(x1, x2) just before your .create_arc(...). For each iteration of the outer for loop, the inner one runs 21 times.
Your for loop fixed:
import tkinter as tk

root = tk.Tk()
canvas = tk.Canvas(root)
canvas.pack()

y1 = 290
y2 = 160
for x1 in range(30, 240, 10):
    x2 = x1 - 40
    canvas.create_arc(x1, y1, x2, y2, start=160, extent=-70, outline="green", width=2)

root.mainloop()


Hello, Fancy Man! You're looking fine with your dapper hat and monocle. He's made entirely of music notes and symbols. Archival quality fine art print is printed in deep black on bright white, acid-free, 100% cotton rag 64lb fine art paper, and is available in three easy-to-frame sizes: 5×7 inches, 8×10 inches, and 11×14 inches.


text:
Author Steve Sheinkin Visits Bullis
Making history fun and fascinating for young adult readers
Making history fun and fascinating for young adult readers is perhaps the most meaningful aspect of award-winning author Steve Sheinkin's work. When he first set out to become a career writer, he dabbled in graphic novels and screenplays, and found a full-time job writing history textbooks. While not a dream job, it honed his writing skills and taught him that history is full of great stories—and that dry history textbooks do not always convey the discovery and excitement that history can provide. Sheinkin realized he could do better.
And he has. Writing textbooks, despite its dull moments, prepared him to step fully into the challenging world of young adult books, writing historical nonfiction and fiction that truly connects with middle school readers, showing them that history is not at all boring. Sheinkin is now the acclaimed author of over a dozen historical books for Middle School readers, and his books have earned prestigious awards and nominations. Most recently, Undefeated: Jim Thorpe and the Carlisle Indian School Football Team, the story of legendary Native American football player Thorpe in the early days of football, is a finalist for the Children's History Book Prize. Other books include Bomb: The Race to Build—and Steal—the World's Most Dangerous Weapon (a Newbery Honor Book), The Notorious Benedict Arnold: A True Story of Adventure, Heroism and Treachery (Horn Book Award)—and many more.
His career keeps him busy researching and writing—each book takes more than a year to write—and visiting schools all around the country. He enjoys talking to students about books, history, the process of writing, and the excitement of reading.
Recently, Sheinkin visited Bullis on a PA-sponsored grant to talk with Middle School students in large and small groups, and also signed books for students. Middle School students read three of his books over the summer, including Undefeated. Sheinkin spoke to them about aspects of writing, and how important it is to be aware and listening; a writer never knows what will spark a new idea. "I tell the kids that the story comes first, even though I write history books," he explains of his presentations. "We talk about the writing process, about the structure of good stories, and even look at the advantages of screenplay writing for isolating favorite and important scenes." He also met with Middle School Language Arts teachers, who plan to incorporate some of his writing tips in their lessons. "I was impressed with his openness about how random thoughts can morph into worthwhile stories," remarked Middle School English Teacher Andy Marusak '66, "and the way he organizes his thoughts prior to writing novels."
"I like big, complicated stories and gray areas," Sheinkin says of the historical subjects he chooses to write about. "Textbooks make history so black and white. Those gray areas tell us a lot more—for example, Benedict Arnold was both a good guy and a bad guy. I like to bring out those sorts of controversies in history, which make kids think and want to debate the issues."
The storytelling value of his books is very high, which is one secret to his success: his history books are enjoyable reads. "I look for a good plot and strong story elements in the historical situations I write about."
The hardest part of this kind of writing, Sheinkin reveals, is creating the context of the historical background for younger readers who don't always have that knowledge to bring to the books. The author strives to seamlessly blend factual history with the characters he creates, all based on real events and people. "I try to gently explain what's going on at the time so we can get to the story."
Along with writing, he considers visiting schools a very important part of his work. "Talking with the kids is always fun, and it helps me keep in touch with the main audience for my books." Sometimes he tests out ideas on a school group. "Kids will tell you pretty directly whether or not something is interesting!"
Sheinkin envisions continuing to tell historical stories long into the future. "It's such a fun job," he says. He greatly enjoyed his visit to Bullis. "I visit 25 or 30 schools a year," he says, "and Bullis is one of the few schools where I actually thought, I wish my own kids could go to this school."
"Steve Sheinkin was personable, inspiring, engaging, and very knowledgeable," remarks Middle School Principal Marilyn Moreno. "What a treat for our students!"