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Nonstop Nerd
October 18, 2020 nonstopnerd1
Questions That Need to be Answered in The Umbrella Academy
The Umbrella Academy, based on the comic book series by My Chemical Romance's Gerard Way, has become one of Netflix's best shows. It's suspenseful, action-packed, funny, and heartfelt. Plus,it showcases some of the best characters in modern television. One of the most enjoyable aspects of the show is the feeling of mystery and wondering what will happen next. It seems like every time something is answered, more questions arise. Now that two seasons have passed, there are some burning questions that desperately need to be answered.
What happened to the other 36 children who were born on October 1st, 1989?
The premise of The Umbrella Academy is that 43 babies were born on the same day at the same time around the world from mothers who were not pregnant, Reginald Hargreeves adopted 7 of them, and each of them have superpowers. It seemed like Hargreeves sought after adopting more children, but the mothers didn't want to give them up, indicating that at least some of the other children survived.
It's safe to assume that they each have their own superpower, so what are they doing and where are they? The Umbrella Academy went public when they were children, so the world knows about them, but there's no public knowledge of the other children. Perhaps they have been hiding their powers, are no longer alive, are secretly fighting crime, or are supervillains. It's a little strange that there has been no news about other superpowered beings anywhere in the world, though. After Season 2 of the Netflix series, we now know about Lila, but that's it. The rest has to be out there somewhere.
What caused 43 babies to be suddenly born from non-pregnant mothers?
It doesn't seem there has been any research into why non-pregnant women were giving birth around the world at the same time. It doesn't even seem like people really know about it, which is odd considering that would likely be all over the news. Either way, it's something that scientists should have been looking into if they knew about it.
Something mysterious clearly caused this widespread sudden birthing event, but it's not known what that mysterious something was. Could it have been an experiment gone wrong, aliens, somehow a result of time travel, or did Reginald Hargreeves cause it himself for his own unknown reasons? The reason may not be vital for the story moving forward, but it's such an odd occurrence that it's difficult not to wonder what caused it.
How does Carmichael exist?
Carmichael was the Chair of the Board of Directors of the Temps Commission. He's an intriguing character, as he has extensive knowledge of the Commission's innerworkings and appears to be up to no good. He also happens to be a talking goldfish in a bowl mounted on a human body. We see how Pogo the talking chimpanzee came to be, but not Carmichael. It certainly makes one wonder how there is a talking fish or how he's able to control a human body suit. Adding to the mystery of his existence is the question of how a fish was able to climb the ranks of the Commission. It could be that he was a human who had his consciousness put into a goldfish, but why would that ever be needed?
How did Ben die?
This is easily one of the biggest questions in the series. It hasn't even been answered in the comic books yet. We know that he was killed on a mission when the family was still together, but we don't know what that mission was or what happened on it. It seems as though the Hargreeves siblings blame each other for Ben's fate, but we don't know about any of the mistakes they potentially made. He could have met his end due to the actions of a supervillain, an accident, or those terrifying tentacles that protrude from his chest, but the cause of death has never been mentioned, even during his funeral scene.
Gerard Way has stated it's something he'd like to explore further in future books, so hopefully we do get to find out soon. Ben's death appears to be a major event that led to the split in the family, so knowing exactly what happened could be vital for each characters' arcs.
Are Hazel and Cha Cha alive now that the timeline has been altered?
Cha Cha met her demise when the world first ended in 2019 as she was engulfed in flames. Now that the apocalypse has been prevented, she would theoretically still be alive. Hazel managed to escape the apocalypse in 2019 by time traveling with his new love, Agnes. If that apocalypse was prevented, would he have a need to escape, or would he have been in a position to warn Five of the second apocalypse in the 1960s? He may not have been in the same situation that led to his death at the hands of the Swedes.
Reginald Hargreeves is now alive due to the altered timeline, so it wouldn't be too much of a surprise if that was the case for other characters as well. Plus, Hazel and Cha Cha are one of the best parts of the series, so it would be nice to see them again.
What is Reginald Hargreeves' ultimate goal?
Reginald Hargreeves has been seen to be up to a lot of mysterious activities in the course of the show. He's a supergenius who built Grace and experimented on apes, causing Pogo to be sentient and intelligent. He planned deals involving nuclear weapons trade and was a part of a plot to assassinate John F. Kennedy. Oh, it was also revealed that he's an alien!
He gathered the Umbrella Academy together and raised them, teaching them to fight crime. That being said, he wasn't the greatest father by any means. What do all of these different experiments and conquests have in common, if anything at all? What are his motives? It's difficult to tell if he's up to no good or if he's genuinely trying to protect the world. He could potentially be orchestrating everything that has happened, but there's no telling why.
Will we ever see the Umbrella Academy as an actual superhero team?
The Hargreeves siblings, also known as the Umbrella Academy, were a crime fighting team when they were younger before the family split up. We saw this in a brief flashback when they were children preventing a bank robbery, but that's been it so far. Now we only really see them use their superpowers individually.
Not everything needs to feel like The Avengers or Justice League, but the Netflix show continues to tease us with a superhero team fight. Toward the end of Season 1, most of our beloved characters experience a brief altercation with armed agents in a bowling alley. It was exciting, as we'd potentially finally see them use their powers to fight alongside each other as adults. Instead, Klaus threw a birthday cake and they all fled the battle. Toward the end of the second season, hundreds of agents of the Commission surrounded the Hargreeves siblings ready to fight. This was it; we'd finally get to see an epic superhero team-up as they took on this army. However, they all ran while Vanya took them out with one blast. This was a fine way to end the conflict, but it would have been exciting to see more well-choreographed action first.
Something The Umbrella Academy excels at is showcasing intense fight sequences while upbeat or quirky music plays. These are some of the most fun scenes. When the army of time agents showed up to take on the Hargreeves, the opportunity arose to have the siblings fight side-by-side as a true superhero team, but they didn't deliver. The show constantly teases us with what could be, but they never actually show how fun it would be to see them in epic combat together. Hopefully we'll get the chance to experience that before the series comes to a close.
Hopefully The Umbrella Academy will be renewed for a third season so we receive some answers. If you have any burning questions about The Umbrella Academy that you hope get answered in the coming seasons, let me know in the comments.
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Q: Revoking tasks calling subprocesses in Celery I have a celery task calling a bash command (I can use os.system() or subprocess.Popen()).
When I call :
revoke(task_id, terminate=True)

on my task, the subprocess executing my bash command and created by my task is not killed. Is there a way to do that ?

A: According to the docs, a SIGTERM signal is sent when terminate=True.
http://docs.celeryproject.org/en/latest/userguide/workers.html#revoke-revoking-tasks
Since SIGTERM can be ignored, maybe try sending a SIGKILL?

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Victor Hugo wrote "The Hunchback of Notre Dame" in part to raise awareness of undervalued Gothic architecture in Paris
Apr 23, 2017 Nikola Simonovski
Victor Hugo, a poet and novelist, was born in 1802 and belonged to the Romantic movement. Although he studied law in his youth, he never worked as a lawyer but took to writing instead, and is one of the most well-known French writers of the century.
Hugo's mother is the one that encouraged him to devote his life to literature, and the first pieces he wrote were published in his journal, named Conservateur Littéraire. Hugo got married in 1821 and in 1823 he published his first novel. His writing style was innovative and recognizable and he was soon established as one of the biggest literature figures in France.
Illustration from Victor Hugo et son temps (1881)
In 1831, Victor Hugo published his most famous novel, "The Hunchback of Notre Dame". The writer worked on the book for 2 years, in which he described the life of the hunchback Quasimodo, who was treated as a monster and feared by the locals. Quasimodo finds sanctuary in the Notre Dame cathedral, where he is actually abandoned by his family after they exchanged him for a physically normal baby.
Quasimodo is, in fact, a symbol for the forgotten Gothic architecture of Paris, and the book is Hugo's way of alerting the citizens of the City of Light to preserve the beautiful buildings of the city. At the dawn of the 19th century, many Gothic buildings were demolished and new modern constructions were built in their place. The Gothic architecture became undervalued, and the writer became disturbed because of this. One example of the destruction of the Gothic buildings was the replacement of the original stained glass windows of Notre Dame with plain white glass, just to let light inside the cathedral. In 1829, Victor Hugo began his masterpiece, which was a reminder of the importance of Gothic architecture. The book focuses more on the style and the details of the buildings than on the story itself.
Esmeralda and Quasimodo.
Bell ("Bourdon") from Notre-Dame de Paris, in the South tower. Photo Credit
"The Hunchback of Notre Dame" was not the only novel Hugo wrote that carried the same message. A few years prior to the release of his greatest work, Hugo published a paper named "War to the Demolishers", in which he openly spoke about the importance of the architecture as an art form.
However, this paper did not have the same effect as the "Hunchback of Notre Dame". Hugo's masterpiece became extremely popular and it instigated the creation of a movement which fought for the preservation of the Gothic architecture in Paris.
The first page of Victor Hugo's manuscript of Notre-Dame de Paris. Reproduction from the Autodidactic Encyclopedia Quillet, Tome 3, 1960. Original in the National Library.
As years passed, Victor Hugo became politically active and involved in the mischievous political scene of France. In 1843, his daughter and her husband died, and this unfortunate event caused the writer to step down from public life. He began the work of his new book entitled "Les Miserables", which he had to finish and publish in Brussels, the place where he found sanctuary in 1851, running from the coup in France.
Read another story from us: Victor Hugo earned 300,000 francs for his masterwork "Les Misérables"
The book was published in 1862, becoming an instant hit all across Europe and the United States. Victor Hugo returned to Paris in 1870, only to live through several more tragedies, such as the deaths of his sons in 1871 and 1873. In his later years, the life of the romantic was sad and dark, and this is depicted in his novels written during that time. Victor Hugo died 22 May 1885 and had a hero's funeral, as he was loved and admired by many; more than 2 million fans came out to pay homage to the great writer.
Nikola Simonovski
Nikola Simonovski is one of the authors writing for The Vintage News
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Co-founder of GRANULAR-SYNTHESIS with Ulf Langheinrich in 1991, Kurt Hentschläger has been working on solo projects since 2003.
FEED.X © Kurt Hentschläger FEED.X is a performance set in an artificial environment without human performers in the flesh. Its visceral in nature.
The precursor, FEED, was conceived of in 2004, designed to convey a duality of the real and the rendered (processing) space.
FEED.X, 14 years later, makes less of a sensual distinction between the real and the simulated, instead staging a more unified, though still hybrid reality, wherein boundaries continue to collapse. This is the new prosthetic hybrid real: physical yet still simulated, natural yet still constructed.
FEED.X points to the limits of human perception, employing both sensory deprivation and sensory overload, to immerse its audience in a seemingly infinite, kaleidoscopic architecture, a realm of pure light and sound.
CLUSTER.X © Quentin Chevrier CLUSTER.X, a special edition of CLUSTER, is a hybrid media performance designed to be played by a group of virtual bodies and the Ensemble Intercontemporain.
Visually, it describes a meta-organism with a decidedly anti-individualistic character, yet still unmistakably human.
CLUSTER © Kurt Hentschläger CLUSTER, the next generation of Kurt Hentschläger's generative 3D and audio work, is moving the focus onto group behavior, -psychology and interaction-, particularly looking at swarm phenomena. A simple yet absurd setting is proposed - 3D human characters appear as a school of fish in otherwise impossible physical conditions. In the weightless choreography of "Cluster" humans appear mostly as anonymous particles, as a pulsing, amorphous mass, a cloud of blurry matter from body parts and light. The work is visually fluctuating between realistic and abstract forms.
FEED © Kurt Hentschläger For many years Kurt Hentschlager's central interest has resided in the intimate relationship between human beings and their machine extensions. FEED is an autonomous digital system, an abstract spectacle composed of light, sound, fog and virtual human figures.
Commissioned by the 2005 Venice Biennial.
SOL © Timo Ohler SOL is the third work in an ongoing series, after the live performance FEED (2005) and the installation ZEE (2008).
MEASURE © Kurt Hentschläger Kurt Hentschläger's new panoramic audiovisual installation MEASURE is part of an emerging body of work which reflects on concepts of nature in the 21st century.
As nature filtered through some form of media becomes a new norm, the boundaries blur between mediated and physical, direct experiences.
The question Hentschläger therefore poses is what is nature, actually, today and whether or not an "original" can still culturally exist in the Anthropocene, in this age of human influence.
What then is real, in the sense of the pure and the original, and what is constructed and artificial?
The boundary has somehow shifted.
MEASURE was commissioned by Audemars Piguet and presented in Art Basel in Hong Kong, Basel and Miami in 2014.
CORE © Kurt Hentschläger CORE is the next generation of Kurt Hentschläger's generative 3D and audio work.
CORE is best imagined as a sequence of windows onto a weightless world populated by discrete groups of humanoid figures. These figure or clones (they are all identical) interact sometimes instinctually, like a school of fish or a flock of birds, and other times like intricately choreographed modern ballet or synchronized swimmers.
faceted organism, in constant motion and interplay, without beginning or end.
HIVE puts the visitor into a maelstrom of amorphous human figures, which are less prominent as individuals but appear as an interconnected meta-body or hive. Generative in nature, being a real-time computed construct, HIVE takes on a notion of artificial life and organism, in eternal motion and interplay, without a beginning or end.
HIVE's loosely choreographed motion, light and sonic patterns create an immersive, highly dynamic landscape, a puIsing and swirling and enveloping audiovisual matter. The sound in HIVE is created by the events present- induding swarm motion and behavior as weil as changes in light and color. All visual appearances render a sonic expression.
Premiered 28 May 2011 at Borusan Music House, Istanbul (Turkey), as part of "Madde-Işik 2" exhibition.
RANGE © Kurt Hentschläger RANGE is a generative audiovisual installation fluctuating between abstract and realistic forms, with neither beginning nor end.
ZEE © Kurt Hentschläger Based on the research and findings with FEED, the performance, ZEE is expanding on composing with multiple interfering strobe lights amidst fog and the effects those have on a human perception and decoding apparatus: the brain.
SCAPE © Kurt Hentschläger SCAPE is a contemplative work, a video-landscape with surround sound in which time is the subject. Time contracts only to ultimately expand. A bare-bones minimalist tree in black and white moves in and out of focus in a slow pan evoking the scrolling of a Zen bamboo ink drawing, as the focus of attention slowly shifts and dissolves, at the edge of our perception.
> KARMA/X: what started as an adaptation turned out to become the next generation of the KARMA series, which further examines the patterns of interaction and regeneration in a closed system: the weightless cluster of a swarm of clones trapped in a 20m high virtual tank.
KARMA / X premiered at Grand Palais, Paris (France) as part of "dans la nuit, des images" exhibition in December 2008.
The motions and actions of the 3D characters synthesize through an additional sound software, a dynamic sound-track composed on the fly.
> KARMA/cave: designed for the CAVE, Ars Electronica Center, Linz (Austria) in 2004.
KARMA/cave is a procedurally driven environment, where the user can interact with humanoid 3D characters by means of a very reduced set of actions: either by grabbing or dropping them.
Kurt Hentschläger has created computer controlled lighting projects such as LICHTWERK for the IBM headquarters in Vienna (Austria) in 2001, and more recently NATURE04, the transformation of the 20 story Lilleurope Tower into a luminous kinetic sculpture for Lille 2004 – European Cultural Capital. Working on an architectural scale, these projects go beyond the gallery or institutional scale, into the very space of a city.
ORT © Bruno Klomfar A 360° visual creation projected all over Oscar Niemeyer's Le Volcan biulding, from 06 to 19 October 2017, Le Havre (France).
The work muses on our mediated perception of nature. Recordings of natural environments combined with virtual structures are woven into a seamless, continously evolving artifice. The overall impression is that of a, one way or the other designed, neo-natural planet.
A camera studiously yet magically pans 360 degrees around the entire grassy marsh and pond both in close up and a more distant view. The two are surreally composited together, slowly blurring time and space.
Opened since 1st May 2010 at Los Angeles airport - Tom Bradley International Terminal.


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State Abortion Policy
ICE-PAC's Advocacy
Promoting Mainstream Values Important for Life and Family
We influence public policy decisions made at the state level by supporting Illinois candidates and issues that value human life, advance family stability, and uphold the dignity of all people.
Get InvolvedDonate
Illinois Citizens for Ethics
(ICE-PAC)
Illinois Pro-Life Political Action Committee
The mission of ICE-PAC is to influence public policy decisions made at the state level by supporting Illinois candidates and issues that value human life, advance family stability, and uphold the dignity of all people.
Traditional Mainstream Values Reflected in Illinois Laws
Many citizens in Illinois are concerned about issues of life, family and dignity, but need a vehicle to express their opinions. Illinois citizens want their voices on right-to-life to be heard, and they want to be assured that traditional, mainstream moral values are reflected in our state laws and policies. ICE-PAC will advance this mission in a practical, strategic, and constructive manner.
Endorsing Pro Life Candidates
ICE-PAC will support Illinois elected officials and candidates who recognize these concerns and who are willing to address them. We will endorse and give campaign support to Illinois candidates who are enthusiastically pro-life and support the right to life agenda. We will also defend elected officials who "cross the aisle" and become deciding votes on important moral issues, if they subsequently come under attack from anti-family-value political action committees, as a direct result of their pro-family-value votes.
Promoting Ethics and Morality in Democracy
ICE-PAC will take actions to promote moral issues and positively influence the democratic process in order to ensure that these pro-life, pro-family values are reflected in decisions made in Springfield, Illinois. Click here to find your representatives.
ICE-PAC strives to take back the narrative from the abortion lobby by implementing a strategic plan in several Illinois districts in 2020.
What About the Girls? A Community Forum
DUE TO HEALTH RISKS TO ATTENDEES, THIS FORUM HAS BEEN POSTPONED. THE NEW DATE & TIME HAS YET TO BE DETERMINED. WE ARE SORRY FOR THE INCONVENIENCE. ================================================= Join Elizabeth Yore and Girls' Health First advocates for a special presentation: What About Our Girls? Featuring Elizabeth Yore Special Guests include: Joyce Coughlin RN more to be announced This special event is...
Opinion & News
Learn about recent activities of Illinois Citizens for Ethics, recent legislation, and news that affects families from Springfield and throughout Illinois.
Pritzker Chooses Ideology Over Lives
by David Avignone | Mar 26, 2020
As medical clinics of all sizes across the country temporarily suspend non essential medical procedures to battle COVID-19, Illinois executive leadership (led by our Governor) is making sure anyone looking to end the life of an unborn baby can do so as if it's a normal day in the life of this country. I knew from the moment Governor Pritzker...
The End of Gerrymandering in Illinois?
Fair Maps Amendment will change the political landscape in Illinois You're likely thinking an end to gerrymandering is too good to be true.Well, I say "what do we have to lose" to try! The Fair Maps Amendment initiative, brought forth by former state representative Peter Breen, would take most (if not all) control of redistricting out of the...
A slap in the face: What Madigan did on the anniversary of Roe V Wade.
Symbolic, isn't it? Michael Madigan decided that on the 47th anniversary of Roe V Wade (January 22, 2020), he would contribute $1,000 to the political coffers of Planned Parenthood! This is the same Michael Madigan who back in the 1980's published a letter in the Illinois Right to Life banquet program book claiming that the pro-life community...
Catholic Church is Host to a Pro-Abortion Candidate on the Feast of the Immaculate Conception
by David Avignone | Dec 20, 2019
CATHOLIC CHURCH WAS HOST TO A PRO-ABORTION CANDIDATE DURING ADVENT ON THE FEAST OF THE IMMACULATE CONCEPTION AT A CHURCH NAMED AFTER THE MOTHER OF GOD. Earlier this month, I included information about St. Mary's Catholic church hosting a pro-abortion candidate's fundraising event on December 8 (Feast of the Immaculate Conception). Since...
PAC vs Candidate Committee
by David Avignone | Dec 2, 2019
HAPPY THANKSGIVING! Hope it was a happy and blessed time for you. I'm so grateful for your support for ICE-PAC. Together, we battle the powerful abortion lobby in Springfield. Thank you for being our partner in this worthy fight. Sometimes, it can get discouraging, but we must fight until every last unborn child is legally protected....
Sign up for our email list to stay updated on current events pertinent to our mission in Illinois. Plus, our email list gives you legislative alerts, event information, news, and opinion.
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© Illinois Citizens for Ethics • PO Box 101158 • Chicago, IL 60610


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Q: Preventing Email Spam? I am working on an email program and I want to add a basic way to detect spam based on the domain/sender of the mail. One service that I was looking at was gossip (http://gossip-project.sourceforge.net/) but I don't want to go to the hassle of setting up a dedicated Gossip server. I know that there are a lot of email blacklists (DNSBL's) and stuff out there that can give you an estimate of whether or not an email is spam based on the domain it was sent from. I'm wondering if anyone knows of one that I can just query from within a program by passing it the sender's domain and having it return the likelihood that the email is spam. I don't want a service that requires me to set up a server for it.

A: Anti-Spam Blacklists do list only IPs not domains. They can't list domains (of the sender) as the sender address can be (and usually is) forged.
So you can either lookup an IP in a DNSBL from where the mail was originating. Or you have to determine the probability of spam by analyzing the mail content. The latter is "expensive" in CPU cycles and other resources. In both cases you do not need a special server for that.
The better solution to prevent spam is at the server level. Block the mail before it enters your mail system. Then you don't have to mess with mail filters.


New York (AFP) - Tesla CEO Elon Musk said Friday that the company would continue to be publicly traded, weeks after suggesting that he would take the electric carmaker private.
Musk met with Tesla's board of directors on Thursday "and let them know that I believe the better path is for Tesla to remain public. The Board indicated that they agree," he wrote on the company blog.
Musk surprised markets on August 7 by announcing on Twitter he wanted to take Tesla private at $420 a share. But shares fell more than 20 percent since the announcement.
After the announcement the controversial entrepreneur came under extensive scrutiny over his Twitter statements related to the proposal, especially a claim that Tesla had "secured" funding for the move.
However, Musk said Friday that based on talks with current shareholders, as well as an assessment by financial advisers Silver Lake, Goldman Sachs and Morgan Stanley, "it's apparent that most of Tesla's existing shareholders believe we are better off as a public company."
Even though the majority of shareholders "said they would remain with Tesla if we went private, the sentiment, in a nutshell, was 'please don't do this,'" he wrote.
"I knew the process of going private would be challenging, but it's clear that it would be even more time-consuming and distracting than initially anticipated."


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Antioch Historical
Society Museum
1500 W. 4th Street
HistoryExpand
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Sports Legends Staff and Executive Board
Auction Donation Form
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Andria Edwards
Coach AHS/DVHS
Credited by the Antioch Ledger as "the coach who brought Antioch to the top of the softball world," Andria Edwards' Antioch High softball teams won two North Coast Section Championships in three years, triumphs that earned recognition as East Bay Coach of the Year in 1984 and again in 1986. That type of success is enough to be considered for Antioch Sports Legends recognition, but Coach Edwards led two more teams to two additional North Coast Section Championships in a completely different sport – golf – at a different high school. Her Deer Valley High girls' golf teams have made it to NCS seven out of the last nine years. Edwards, who coached varsity softball at Antioch High School for 13 seasons, had eight Diablo Valley Athletic League Championships in the decade between 1979 and 1989 and sent 11 of her athletes on to college softball careers. Eight of her players have been inducted into the Antioch Sports Legends Hall of Fame; Michelle Gromacki, Rachelle Manning, Debbie Nelson, Sue Cardinale, Mia Rexroth, Karen and Sharon Christianson and now Dawn Hilgenberg (all AHS). During the North Coast Section winning softball seasons, the Panthers' records were 28-1 (1984) and 25-2 (1986). Her assistant coaches were John Rebstock and Bob Luis. Coach Edwards said her teams' successes owed a great deal to former AHS Principal Bob Lathrope, who was "the first principal to promote and support women's sports at Antioch." Proving that such success could be repeated, Coach Edwards switched hats and came to cross-town rival Deer Valley High in 1996 when the campus opened, becoming its physical education department chair. She began coaching softball that year and three years later began the first Wolverine girls' golf team in 1999. The 2012 golfers became the sixth team to be Bay Valley Athletic League Champions. Six of her students have gone on to play golf in college. Coach Edwards is herself a product of Antioch High, where she graduated as Andria Litvinov in 1971. Swimming, volleyball and tennis were the only sports open to women at Antioch High in the late 1960s and early 1970s, so she had no opportunity to compete in the sports she later came to love and coach. Coach Edwards graduated in 1976 from California State University, Chico and was hired that same year at Park Junior High School (now Park Middle School) and promptly began coaching the JV basketball, swimming and volleyball teams. She shifted to Antioch High the following year, and became the varsity softball coach in 1979 and coached varsity girls' basketball for three seasons, 1979-1981. Her three children have been some of her best pupils, and pursued their own sports careers. Daughter Alexis, a BYU All-American in golf, is now the head women's golf coach at Cal State Monterey Bay. Daughter Ashley was named MVP for three years in the BVAL and played for the University of Oregon before turning pro. Son Tom was MVP for golf at DVHS and was All-League in water polo. Her last two children were born during Coach Edwards' tenure at Antioch High – in the midst of her best softball coaching seasons. During the two final pregnancies, she spent three hours after each full teaching day coaching the girls' team on basic fundamentals. "It was hard at times," she said in an interview in the late 1980s, "I remember at the North Coast someone was sitting next to my mom and they were saying, 'She (Andria) shouldn't be out there' and my mom turned around and said, 'She has a right to be where she wants to be.' "
The Antioch Historical Society Museum Sports Legends Program and Display is dedicated to preserving the historical achievements of both genders and all sports in our community for present and future generations.
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Sister Wives: Janelle Brown fired back at Kody Brown after he questioned her parenting
Mon Mar 22, 2021 at 12:11pm ET
By Mona Wexler
Janelle Brown fired back at Kody for questioning her parenting. Pic credit: TLC
Kody Brown's wives haven't been afraid to call him out publicly and Janelle Brown is the latest of the Sister Wives to do just that.
During Sunday night's live-tweet with the rest of the family, Janelle took the chance to clap back at her husband of 28 years.
She quoted Kody's original statement, in which he posted, "Gabriel and Garrison both could have stopped their social lives for me to return home. They say "unfair", but never changed their behavior and @JanelleBrown117 didn't insist on it. #SisterWives"
Janelle put Kody in his place and said, "You know, I live with adult children. I cannot simply 'ground' them. And I sure as heck wasn't going to turn them out of the house in the middle of the pandemic. I was between a rock and a hard place."
The couple's Twitter scuffle was in reference to a scene from the show's latest episode.
At the peak of the pandemic last year, Kody's four wives had differing opinions on how to handle quarantine with their mega-sized family.
Kody's second wife, Janelle, made the decision that she didn't want Kody coming to her house because two of their children, sons Garrison and Gabriel, were still active in the community.
Janelle felt it was the best decision due to her fear of risking exposure to the rest of the family.
Janelle Brown called out husband Kody. Pic credit: @JanelleBrown117/Twitter
Kody didn't like that Janelle made a decision on his behalf
Kody was not happy that one of his wives would make a decision without consulting him.
Their son Garrison worked in home construction last spring and their son Gabriel attended college.
You Might Also Like: Sister Wives: Meri Brown enjoys California getaway with male friend without estranged husband Kody Brown
Kody seemed to imply in his tweet that Janelle should have more control over their kids' work and social lives outside of the home.
Janelle felt as though her hands were tied. With such uncertain times, she was simply doing what she felt was best as she took the entire family's safety into consideration.
Fans sided with Janelle
Several fans agreed with Janelle's parenting choices.
One follower wrote, "Jenelle you're the only one on this show with brains and common sense! I don't know how you deal with Kody belittling you and questioning your methods regularly! You're a Saint and you've been nothing but a stable smart role model for everyone in the family!"
Another follower replied, "It's your house. That seems silly to say that you could not have made rules for the safety and health of your family. We cannot coddle adult children if we want them to be productive members of society. If adults make bad choices then they should deal with the consequences."
Many fans agreed with Janelle. Pic credit: @JanelleBrown117/Twitter
One fan related to their family situatoin and said, "The pandemic has been hard on so many families. Especially on non-monogomous families. As adults with children (polyamorous, polygamist, or monogamous) no one prepared us to handle our households for something like this. I genuinely believe we've all done the best we can."
Most of Janelle's followers agreed that given the circumstances at the time, she did the right thing for her family and that Kody had no right to call her out as he did.
Fans of the show weren't surprised that Kody pointed the blame elsewhere considering the odds aren't in his favor.
You Might Also Like: Sister Wives: Christine Brown 'feels better' after split from Kody Brown, says it was a 'long time coming'
Sister Wives airs on Sundays at 10/9c on TLC.
Mona Wexler
Mona Wexler is a long-time fan of reality TV and recently began...read more
Tags Janelle Brown, Kody Brown, Sister Wives


text:
Wolfenstein steht für:

 Wolfenstein (Gemeinde Echsenbach), Ortschaft und Katastralgemeinde der Marktgemeinde Echsenbach, Niederösterreich
 Wolfenstein (Fels), ein Granitblock bei Hohenwald im Oberpfälzer Wald in Bayern

Wolfenstein ist der Familienname folgender Personen:
 Alfred Wolfenstein (1883–1945), deutscher Lyriker und Dramatiker
 Eugene Victor Wolfenstein (1940–2010), US-amerikanischer Politikwissenschaftler
 Moses Wolfenstein (1838–1907), deutscher Kaufmann
 Lincoln Wolfenstein (1923–2015), US-amerikanischer theoretischer Physiker

Wolfenstein ist eine Computerspieleserie, sowie der Titel einzelner Teile:
 Wolfenstein (Spieleserie), Computerspieleserie von id Software
 Castle Wolfenstein, 2D-Schleich-Shooter von 1981 und erster Teil der Reihe
 Wolfenstein 3D, Ego-Shooter von 1992
 Wolfenstein (Computerspiel), Ego-Shooter von 2009 und Nachfolger von Return to Castle Wolfenstein

Siehe auch:
 Wolffenstein
 Wolfstein (Begriffsklärung)

redpajama_set_name: RedPajamaWikipedia


text:
A Photographer's Quest to Explore Her Bicultural Identity
29 March 2019 - Written by Laurence Cornet
In a long-term project that combines archival material with personal photographs, Lee Grant looks to explore her dual heritage and how the merging of two cultures has shaped her experiences and perspectives of the world.
© Lee Grant, from the series The Korea Project. Women are flowers. A portrait of my Mother with the Korean national flower, Hibiscus syriacus.
Lee Grant grew up in Australia, daughter to an Australian father and a Korean mother. Her bi-racial identity is the trigger behind her ongoing series, conceived as an investigation of Korea's complex history and its diaspora through the lens of her mother's experience. And to navigate her theme, she divided the work into four different chapters – East, West, South and North.
In East and West, she reflects upon the Eastern and Western influence on her upbringing, while South and North are dedicated to her exploration of Korea. "Korea is a curiosity for me. I'm looking at my mom's country and discovering it on my own terms. I want to find out more about this fascinating place", Grant says.
© Lee Grant, from the series The Korea Project. A young couple in Seoul visit the National Folk Museum where they dress up in clothing worn during Japanese occupation.
Her investigation covers Korea's history, with the social and cultural consequences of events like the Japanese occupation and the Korean War. She studies the appropriation of history by the younger generation in Korea. in one picture, for instance, a couple in their twenties is portrayed sitting in front of a idyllic painted landscape, wearing clothing worn during the Japanese occupation.
With recurring motives like this one, she draws parallel with other aspects of history. Another picture, sourced from her family album, depicts her parents posing on the day of their wedding. With this apparatus of visual echo, Grant tackles the wave of migration consecutive to the war. "My mom [like many other women of her generation] has embraced a culture other than hers. It's interesting to think that you were born in one culture and married in another. How does that define who you are?"
© Lee Grant, from the series The Korea Project. Shin Gi-rye (88 years old), resident of Yangji-ri village in the Civil Control Zone of the DMZ, has clear memories of the war but doesn't remember the North Koreans in a positive light.
Alternatively, her mom appears with Korean symbols – in one photo-montage, her face is covered with an hibiscus flower, South Korea's national flower, while in another she appears like any Australian mom, her two daughters on her knees. "I was playing with idea of keeping my mum's identity anonymous and also thinking of the role of Korean women in the past and today", Grant comments.
By extension, her investigation is an attempt to apprehend her own identity. "I grew up in Australia in the 1970-80's, at a time when it was not encouraged to acknowledge one's heritage because the focus was on assimilation. I'm more Western in my way of thinking though I understand how Koreans speak. I'm curious about how people receive this and how I see myself in reference with the rest of the world", she explains.
Lee Grant is an Australian photographer who lives and works in Australia and Asia. She is best known for her exploration of migrant identity against the backdrop of Australian suburbia. Her often formal, colour-portraiture examines identity integration and inhabited landscapes. Follow her on PHmuseum.
Laurence Cornet is a writer and curator based in Brooklyn focusing on cultural and environmental issues.
This article is part of our feature series, Photo Kernel, which aims to give space to the best contemporary practitioners in our community. The word Kernel means the core, centre, or essence of an object, but it also refers to image processing.
Laurence Cornet


Community Property & Separate Property | The Ashmore Law Firm, P.C.
What is the difference between Community Property & Separate Property?
Posted on 05/31/2017Talking Money - What Will Divorce Do to the 'Bottom Line'?
In Texas, property is viewed as separate or community. If you are married, unless there is clear and substantial evidence to the contrary, any assets that are acquired during the marriage are deemed to be owned one-half by the husband of the marriage and one-half by the wife of the marriage. If you are single, a single individual's estate in Texas consists of all property owned by such individual at the time of death.
1. If you owned any property prior to getting married, that is your own separate property.
2. Any property that was acquired during the marriage by a gift, devise, or descent, which could be from an inheritance from Uncle Ted or some other friend or relative, would be viewed as separate property and not community property.
3. If you acquired property during your marriage that was traceable as a change that occurred from previously owned separate property you had, this property may still be considered as separate property.
4. If you have property that was transferred from one spouse to another in the form of a gift, this is viewed as separate property.
5. Damages awarded from a personal injury lawsuit, except for damages representing your earning power, would also be separate property.
However, income from separate property during the marriage is considered community property. It gets complicated if one of the spouses dies without a Will, especially if there is separate property involved.
If you're uncertain whether or not your assets are community property or separate property, you need to consult a qualified attorney.


text:
Q: sidekiq sending class as args gives stacklevel too deep error After setting up sidekiq, I observed a strange behavior with respect to the arguments passed to the Sidekiq::Client.push method
If I give self.class as args, then I either get a SystemStackError (stack level too deep) OR the server simply hung up, thereafter accepting no request.
Sidekiq::Client.enqueue(ActivityWorker, self.id, self.class)
SystemStackError (stack level too deep):
  actionpack (3.2.12) lib/action_dispatch/middleware/reloader.rb:70

  Rendered /usr/local/rvm/gems/ruby-1.9.3-p194@restro/gems/actionpack-3.2.12/lib/action_dispatch/middleware/templates/rescues/_trace.erb (2.0ms)
  Rendered /usr/local/rvm/gems/ruby-1.9.3-p194@restro/gems/actionpack-3.2.12/lib/action_dispatch/middleware/templates/rescues/_request_and_response.erb (2.0ms)
  Rendered /usr/local/rvm/gems/ruby-1.9.3-p194@restro/gems/actionpack-3.2.12/lib/action_dispatch/middleware/templates/rescues/diagnostics.erb within rescues/layout (37.8ms)

But if I give self.class.name then it works without any flaw.
Sidekiq::Client.enqueue(ActivityWorker, self.id, self.class.name)
I found that the args are serialized before they are passed to the worker, but am unable to figure out this scenario.
Here's my Worker class
class ActivityWorker
  include Sidekiq::Worker
  sidekiq_options queue: 'high', retry: false

  def perform(res_id, res_class)
    # do some activity
  end
end

A: You shouldn't enqueue job with arguments like class object. It should be simple types, for example strings, numbers, hashes and arrays of them.
For the most of classes, except the spedical ones which I mentioned and probably some other, Sidekiq serialize this parameter to redis just as empty hash. So it's no way to deserialize from it back to your class.
I suggest you to pass self.class.name to the enqueue method as you tried, and then use constantize to get a class from string.


text:
Cemeteries & Memorials
This Reference Guide provides suggestions on how to search for or request records and information from the American Battle Monuments Commission, answers frequently asked questions, and describes where you can access ABMC's FOIA Reading Room, which contains annual FOIA Reports, Chief FOIA Officer Reports, and other documents that may be of interest to you.
II. Accessing information on the ABMC Website
Before submitting a Freedom of Information Act (FOIA) request, we suggest that you search the ABMC website (www.abmc.gov). The information or records you seek may be available here, including in the FOIA Reading Room available via www.abmc.gov/foia.
Learn more about ABMC and other agencies that have relevant information: https://www.abmc.gov/about-us/faqs
Search ABMC Burials and Memorializations: https://www.abmc.gov/database-search
If you can't find what you are looking for, ABMC.gov may not be the right place to search. For example:
ABMC does not maintain service records.
ABMC does not maintain casualty lists.
ABMC does not maintain information on burials within the United States.
III. Frequently Asked Questions
What is the purpose of the Freedom of Information Act?
The FOIA provides that any person has a right of access to Federal agency records, except to the extent those records are protected from release by a FOIA exemption or a special law enforcement record exclusion. There are three types of records that the FOIA addresses: (1) records published in the Federal Register (this information should be obtained in public libraries and other sources outside of ABMC); (2) records available in ABMC's public reading rooms, such as burial registers and electronic burial databases; and (3) all other records that must be requested by submitting a FOIA request.
What are the types of records that can be obtained through FOIA request?
Any record may be obtained through the FOIA, provided that the record is not exempt from release by one of nine FOIA exemptions. In the case of Privacy Act records, you must provide the written permission of the individual whose records you seek. In no instance will the names and/or addresses of next of kin or other family members (including decedents) of the war dead buried or memorialized at ABMC commemorative sites be released under the FOIA, as this information is protected by the Privacy Act.
ABMC—guardian of America's overseas commemorative cemeteries and memorials—honors the service, achievements and sacrifice of United States armed forces. You will find records about ABMC's commemorative mission, which is to:
Design, construct, operate and maintain permanent American cemeteries in foreign countries.
Establish and maintain U.S. military memorials, monuments and markers where American armed forces have served overseas since April 6, 1917, and within the U.S. when directed by public law.
Control the design and construction of permanent U.S. military monuments and markers by other U.S. citizens and organizations, both public and private, and encourage their maintenance.
How can I make a FOIA request to ABMC – do I need to fill out any forms?
ABMC requires that a FOIA request be in writing. The request must reasonably describe the records so that it may be located with a reasonable amount of effort, and state your willingness to pay applicable fees or provide justification to support a fee waiver. Please include a daytime telephone number in case we need to contact you. Write "Freedom of Information Act Request" on the envelope. There are no special forms required for submitting a FOIA request to this agency. Alternatively, FOIA requests may be submitted via email to foia@abmc.gov, or online via www.foia.gov.
Where should I send my request?
Your FOIA request should be submitted to:
Attn: FOIA
2300 Clarendon Boulevard, Suite 500
Email: foia@abmc.gov
Online: www.foia.gov
Upon receipt, your FOIA request will be forwarded to the ABMC office having custody of the record(s) for review and response. Before submitting a FOIA request, please visit ABMC's Web site at www.abmc.gov, since the information you seek may be available there.
How does ABMC determine whether or not a record will be released?
The custodian of the records, with the assistance of the FOIA/Privacy Act officers, makes the determination whether records will be released in accordance with the FOIA, its exemptions, and ABMC's FOIA Regulation. Appeal determinations are decided by the Deputy Secretary.
How long do I have to wait for a reply from ABMC?
Our policy is to acknowledge your request within 20 work days of receipt. Within 20 work days we will advise you whether or not we have information responsive to your request. If feasible, the information will be released to you at that time. ABMC processes FOIA requests on a first-in, first-out basis, so there may be other requests ahead of yours. The 20-work-day response time begins when the request is received by the Commission, not when you mail or submit it to us.
If you have any questions or wish to discuss reformulation or an alternative time frame for the processing of your request, you may contact the analyst handling your request at foia@abmc.gov, or our FOIA Officer, Jennifer Li, at:
2300 Clarendon Blvd, Suite 500
Email: Lij@abmc.gov
You may also contact the Office of Government Information Services (OGIS) of the National Archives and Records Administration to inquire into the FOIA mediation services they provide. OGIS can be contacted at:
Office of Government Information Services
8601 Adelphi Road
Email: ogis@nara.gov
Telephone: (202)741-5770 or toll-free (877) 684-6448
If I don't agree with the response, what are my rights?
If you are not satisfied with ABMC's response to your request, you may administratively appeal by writing to the FOIA Officer at:
Attn: FOIA Officer
Your appeal must be postmarked or electronically transmitted within ninety days of the date of our response to your request. If you submit your appeal by mail, both the letter and the envelope should be clearly marked "FOIA Appeal." If you submit your appeal by email, the subject line should state "FOIA Appeal."
Additionally, you may contact the Office of Government Information Services (OGIS) at the National Archives and Records Administration to inquire about the FOIA mediation services they offer. The contact information for OGIS is:
Where is the Commission's Freedom of Information Act Reading Room?
The FOIA Library is located online at: https://www.abmc.gov/foia/foia-reading-room.
IV. Annual Report and Improvement Plan
ABMC's annual FOIA Report and its Chief FOIA Officer Report can be accessed on the Commission's Web site at www.abmc.gov.
V. General Questions
Thank you for your interest in the American Battle Monuments Commission. Our goal is to assist you in every way possible. We welcome your suggestions and recommendations on how to improve our service to you. Submit your ideas or questions to us via mail, telephone or info@abmc.gov.
American Battle Monuments Commission Overseas Operations Office
Courthouse Plaza II, Suite 500 Unit 9200, Box 1030
2300 Clarendon Boulevard DPO AE 09777-1030
Arlington, VA 22201 +33.(0).1.40.75.27.00
ABMC Headquarters
ABMC honors the services of overseas U.S. Armed Forces by maintaining and promoting America's overseas commemorative cemeteries and memorials.
WWII Memorial Registry
Korean War Veterans Memorial Honor Roll
Film Permits & Copyright Information


text:
Q: Poor Performing SOQL query I have the below SOQL query which is performing poorly in my Informatica job:
SELECT
Job__c.Id ,
Job__c.Name ,
Job__c.Case__r.Id ,
Job__c.Case__r.Account.RecordTypeId ,
Job__c.Case__r.Account.AccountNumber ,
Job__c.Case__r.RecordType.Name ,
Job__c.Case__r.Contract_New__r.Name ,
Job__c.Claim_Payee__r.Id
FROM Job__c
Where
(Case__r.CSR_Integration_Status__c = 'In Process')

Is the best way to query records on the parent?  Would something like:
where Job__c.Case__r.CSR_Integration_Status__c = 'In Process' perform better or is it the same?
Also what is the performance impact of having all these relationships to other objects in my query?  I think that could hurt my performance, but I'm not sure of the best way to test query performance.
Thank you,
Ian

A: Offical doc for Query Editor:
https://help.salesforce.com/apex/HTViewHelpDoc?id=code_dev_console_tab_query_editor.htm&language=en_US
Take a look at the query Editor tool provided by salesforce.
Go to Developer console--> Query Editor
Enter both your queries and see how much the job costs
Note: Go to Help--> Preferences and set Query Plan to true before you execute your query.
You can compare and see what the cost of the query is from the query plan window.

A: Instead of querieng child record and adding condition on parent record you can perform it other way around. Your query is basically doing Joins to check condition and to get value from parent :
Try something like this
SELECT
    Id,
    Account.RecordTypeId,
    Account.AccountNumber ,
    RecordType.Name,
    Contract_New__r.Name ,
    (SELECT ID, Name from Job__r)
FROM
    Case
WHERE
    CSR_Integration_Status__c = 'In Process'

Make sure field "CSR_Integration_Status__c" is indexed.
Also, check these FAQ on Query Plan Tool.

A: I think you would be better off querying against the Case object. That way you would not have to perform these cross object relational lookups. That should help performance.
-Clark

A: Usually in SOQL, you would not require Job__c prefix to be used for each field.
SELECT
Id ,
Name ,
Case__r.Id ,
Case__r.Account.RecordTypeId ,
Case__r.Account.AccountNumber ,
Case__r.RecordType.Name ,
Case__r.Contract_New__r.Name ,
Claim_Payee__r.Id
FROM Job__c
Where
(Case__r.CSR_Integration_Status__c = 'In Process')

If your query is performing bad, it might be because of data volume. You can check query plan tool in salesforce developer console to check cardinality of your WHERE clause. But I assume that "CSR_Integration_Status__c" field is a picklist field. If it is a text field, you can consider indexing it.


text:
21 July 2021 18 min read
Developing a new metric
Storm Hurwitz
How do we classify whether or not a page view is engaged?
My name's Storm Hurwitz, I previously worked at the New York Times as a Senior Analyst in the news product division.
In general I was really on the day-to-day thinking about the article page or story page, whatever you want to call that as a product, and understanding how readers engage with it, what that engagement looks like, helping support product teams etc.
If you're in analytics or products, you're probably aware, this has many different questions within it.
What is engagement?
What is a page view?
I could go on and on about it. But I want to take some time in this article to focus on the process I took in getting a new metric put together to answer the initial question above, and share the key learnings that helped me make it a success.
What does success look like?
First, addressing what the broader challenge was. As I said, how do we identify an engaged page view? In this specific use case, there were five general tenants I was holding to, in order to think about what success would look like here.
Often, you'll have a metric you know is super important for success - something like how many active days someone has but it's really hard to move it with testing and feature building.
The idea here is we wanted something that was descriptive, that would ladder up to these metrics we know are super important, but would also be very movable at the product level and at the feature development level.
Then scalability, this is going to depend on your given metric you're thinking about, but for something like engaged page view, if you're saying that at the Times, you can imagine folks across the newsroom, folks in marketing, as well as in product are all going to have some sort of buy into what that means.
If they hear it, they're going to want to understand what it means. So really taking a step back to say, "Hey, at scale, as I'm building this, what does this need to look like? How am I building data infrastructure and overall feature use that will enable things to be flexible as it grows and is deployed across the organization?".
The next one - moveable, I already hinted at this, but I really want to make sure if you're developing something that's product-focused and you're an organization that relies on testing as we do, it's something you can move and that meaningfully moves.
Similar to scalable, your business is going to change over time. If you're looking at something like an engaged page view, the types of things that count as engaged are going to probably change as your story formats change, as your data implementation and tracking changes, as you develop new apps, etc.
So you really want something that can be added on top of, in my opinion, for longevity.
Also something simple, and I think this is maybe along with descriptive and movable the most important three. You need to be able to explain this to folks across the business.
It's one thing to have a metric that is all of the four things above, but if someone who is not data-oriented at all, can't understand what this is doing and what it's measuring, then it doesn't mean much, because there's probably going to be low buy-in.
Process diagram
This is a general process diagram of putting together a new metric that on reflection, I think is what worked for me.
I'm going to focus on what you'll see in the dotted circle, on everything that happens within those phases and some learnings I've had, and tips to take away.
User friction
When you're looking at user friction, just to address it, one of the things I think made this metric a success in my use case was people wanted it. For a long time, we were like, "How do we know if a page was engaged? Does it matter if a page was engaged? Why are we trying to drive this? What is our engaged audience?"
All of these sorts of questions have been asked time and time again, and additionally, there was this friction of wanting to understand how we could develop a metric that would ladder up to these Northstar, super important metrics that people felt like they couldn't move.
This friction of users in this sense, generally product org, enabled us to say, "Hey, let's come in with a solution". And that helps there be buy-in across the organization and making something that folks want to scale.
After that, went into user interviews, that's really just getting a sense of what you want for this metric.
Then making a roadmap for the project with the general brief of what you're going to accomplish and not accomplish, which moves into a research phase, which then you surface everything back out and bring it to the business.
In here, it's really thinking about more of a formal proposal of what this metric actually is and how it's calculated. Maybe at that point, you're like, "Hey, there's two options, not sure which one's gonna work". So then using more of a beta phase, which is an opportunity to control and decide who can use this metric, to better understand its limitations.
Look for failure
The main point I'll make when we get there is really looking to make the metric fail. Because when you find it failing, that means you often understand where it doesn't work, which in some ways is more useful than understanding where it does. That way you can get ahead of the game in what you're advertising this metric within the organization as accomplishing.
Lastly, is the rollout phase, I'm not going to go too deeply into that because I think it's hyper-specific to your organization and the metric you're working with.
But that's really thinking about once it's validated and there's alignment, how do you bring it back to the company and start to make it something that's commonly reported?
Now I want to address each of these buckets within that circle individually but before I do, I want to make sure we're on the same page with some of the terms I'm going to be using throughout the article.
Core stakeholder
There's this idea of a core stakeholder versus a data stakeholder. Often in this use case, a core stakeholder is going to be someone who is a product manager, if you're thinking about a new metric that's supporting a product organization.
I really would think of these as one or two of the following three things:
Someone who has a say in the approval process,
Someone who can help disseminate the work downwards and upwards would be of course a stakeholder because you want their buy-in, and their stewardship
Someone who's an expert in the domain is going to be super important.
Having at least two of those things I think would warrant someone being a part of that core stakeholder group that you really want to be bought into the success here.
Some folks view this as rude, it means too long, didn't read. I don't view it as rude.
In general, I think it's super important when thinking about your work to make sure folks who are higher level or who are not super bought in have something that entices them and makes them feel like they understand the core concept of what you're trying to do.
North-star metric
Lastly is the north-star metric, the idea here is it's a metric that is a leading indicator of success for your business.
An example might be the start of subscribers, or churn rate or things that are directly below that, that you know are super important in driving subscription or retention for your organization if that's the type of company you work for.
Process diagram phases
Now I'm going to jump into thinking of that process diagram, each of the different phases.
User interviews
When we get into the user interview phase, I want to preface again, there's already been some sort of user friction. I'm sure someone could do an article on how to generate user friction, that's not the goal of this article.
I'm really trying to say, the organization knows the problem you're trying to solve, I'm going to come in and figure out how to pull these stakeholders together to solve it for them to help move the business forward.
Here when looking at user interviews, really the key goal if you're an analyst working on this, or maybe you're even a data-savvy product manager, etc. is making sure you listen really intently to the needs of someone without passing judgment.
The goal is to have as much of a wide swath and breadth of information of what people are feeling, struggling with, desiring, and then your job in the next phase is to fine-tune what that actually means and to pull it into some sort of proposal of research.
I think it's a really good idea to have at least two interviews, I think the more the better, and I think those two interviews should fall into two categories.
Product stakeholder
One would be someone who's a product stakeholder - this product stakeholder is ideally going to be a part of that core stakeholder group. What you want to really understand from them is essentially:
What's not working?
What are you trying to move?
What do you want to move it?
What do you expect will move it?
Getting a sense of their hypotheses, given their product expertise, of what should make this thing happen, and what it should describe. That's the general goal there.
I think another crucial thing is making sure you get a sense from them of how they expect this thing will relate to other metrics and to other work that's being done around the organization.
That way, in your research phase, you can do a good job of preemptively relating it back to the broader narrative of how all of your metrics come together to really push those north-star metrics forward.
Data peer
On the data peer side is working with someone, and maybe you could end up in a use case where you don't have it, but for me, it was one of my first times working on developing a true blended metric.
I knew there were other folks within the data group at The Times who had done blended metric work before. So I interviewed two folks who had done that, to really get a sense of what they learned from that process.
I knew going into it blended metric means there's a lot of components:
How do you keep it simple?
How do you make sure that people understand what this thing is actually describing and what goes into it, and they kind of understand the recipe per se?
So really going into it to understand what they did, how they came over those hurdles that you know you're going to probably run into, and then also anything methods based they did that they found to be useful or indicators they found were successful if they were doing something similar.
I was fortunate I got to meet with folks who had tried to attempt to create a metric like this previously and it didn't quite work out. I was able to get quite a lot from those interviews to help surface it into the work I was doing and to proactively address the blockers they have faced through my research and through my proposals.
To be clear, sometimes addressing doesn't mean solving, it just means noting them. I think a really good example here, and this is getting a little nitty-gritty, but if you think about engagement, depending on how someone is accessing your content, the actual engagement opportunities are very different.
If you've worked with mobile app versus web or desktop data, then you're already aware of how would you even count a page view? Is a page view when you get a text message and you swipe it down and then it goes back up and you look at the page view? Or is it only when you click or tap through to a new piece within an app?
Versus desktop where maybe page view feels like more of a classic 'well you clicked to a new page and you easily generate something, there's no distraction'. Given even that understanding, you can imagine how the downstream impacts of what engaged behaviors might look like if you're thinking time span, or if they're engaging with modules on the page, or things like that, how it would drastically differ based on the app you're working with.
In the past, I think there were some challenges, because that was not proactively addressed in terms of the scope of what the work was seeking to accomplish. So one of the takeaways I had was, "Hey, if the initial version is going to use our easiest data, which is desktop related data, and we're going to solve for that first, we're going to see if it works there and if we can do it there, and we have buy-in, then let's talk about app and mobile".
The idea was to really help hone the scope because I found one of the challenges they had run into in the past was that scope creep, which ended up derailing the work and making it hard to keep everything contained.
Product brief & roadmap
Once you've done your user interviews, you have them documented, ideally in a Google Doc, Word Doc, or whatever you use, then you want to take this work you've done to understand the needs, the learnings, and pull this into a project brief.
Create brief
This project brief should really be something that at its core is going to define what you're seeking to accomplish and what you're not seeking to accomplish, and what you're seeking to describe when it comes to a metric.
I think a great project brief should include the following.
I think the TL;DR is something that's super important, because, in some instances, all you want is for someone to say, "Yeah, that's worth spending time doing".
All they need to know is the key highlights of what's going to exist in the rest of the brief.
What the likely metric won't solve
What I also think is super important is what the metric won't solve, as I was saying, you did the user interviews - the user interviews mean you have buy-in to do this work.
Not surfacing quotes and learnings directly from those user interviews is only a disservice to your work.
I think it's also a good way to say, "I'm not making the decision to say this is necessarily important or not important", but looping others in so it feels more of a collective and collaborative effort and understanding the scope of the work.
Known data limitations
Also, super important, is known limitations to the data. If there's 'tracking only exists on these certain page types', making sure you call out, "Hey, we're only going to solve for those page types, or we're going to solve for all page types but it might not be the best metric to describe these certain ones, and there should really be a separate line of work that's trying to get tracking better over here", that's an option.
But calling that out from the start, and taking the time to understand what could exist there, in terms of gaps in being able to deploy the metric, I think really helps set yourself up for success in the research phase, because it allows you as an analyst or someone who's supporting an analyst to say, "Hey, we don't need to worry about that rabbit hole", there are rabbit holes abound when thinking about the research work.
It really allows you to just say, "We're good here".
Once you have all of this, it's then worthwhile to put together a proposal of a roadmap given what you're understanding of the work, it's also important to say that this is a living, breathing roadmap.
When I was working on this work, the majority of it was working from home given COVID. As a result, I had a Slack channel where I was posting a Friday update of 'here's the status, things are going as planned' - super short, two bullet points, or 'Hey, this is going to take an extra week because of this discovery or this reprioritization in what I need to accomplish'.
Share with stakeholders
Once you have that brief, it's really important to take a larger stakeholder group, which includes those core stakeholders, but I think also some other folks. Think of analysts, who aren't going to be a decision-maker, but who are going to need to use this.
Or other product teams that might care about it. It's a good opportunity to get people excited and bought in from the get-go, "Hey, this thing is coming down the pipeline, and I'm really excited for this to come down the pipeline".
It's much better to have your efforts keeping things close in terms of when things will become available and what will be available, rather than trying to get people bought in once you have something ready to go.
It's also a really good way from early on to start understanding if there are things you missed during that user interview phase that are worthwhile at least mentioning within the brief. It gives you that opportunity to say, "Hey, I appreciated that feedback but we're not going to address it here".
Making sure also those core stakeholders are involved, all of them, and there's an approval of the work, there's buy-in on the work, and they have a sense of what's happening because they're really the folks you want to have by your side throughout the process.
Research phase
Now I'm going into the deepest part of this work, which is the research phase. This is the part where it's very easy to fall into rabbit holes and to get derailed. It's super crucial here to remain true to the scope of work you outlined in your product brief.
It's also probably the one that will be most unique to the given metric you're trying to develop.
Here the main purpose is not how you should do research, because I'm sure anyone who's working on this will have a good understanding of how to approach it. I think here, it's rather some questions that are worth addressing when you're thinking about a metric specifically.
5 questions to address through your research
How does each solution relate back to the needs of the metric and the business' bottom line/north-star metrics?
One of the most important things probably to most stakeholders is going to be how does this relate to other metrics? And is it descriptive of things we care about?
Again, going back to that north-star idea. Really making sure that during the research phase, once you have an idea of what you think the metric could be or should be, you do that extra analysis and seeing, using retroactive data, what performance would look like, what relationships would exist, and what relationships wouldn't exist, to make that very clearly defined when presenting the options of what you could do or the option if you have one?
Does the metric make sense when segmented? If not, be ready to explain why
Another example is thinking about common business questions that are going to come up. For engaged pageview work that I had, it was a classic assumption to think a subscriber to the New York Times is going to have more engaged pageviews or a stronger percent share of their pageviews that are engaged, than an anonymous user who doesn't even give us their email address.
When you have those assumptions, it's really worthwhile going through and outlining them and being very clear on what you find. A lot of this can also be sourced from that product interview you have during your user interview stage because those product folks are probably going to be the ones who are most curious to know, does this make sense in that fashion?
The rest of the questions are outlined below.
Formal memo
Leverage your expertise into an outlined solution
You now have your research deep dive, and you might want to share that with some of the core stakeholders who are data folks, or if you have a really close product partner you're working with, etc.
To be honest, most stakeholders don't need to see all the research you did so it's important to document it well. Fine-tune that research and have a deep version of all of the work you did, and also, once you're done that deep version, take it and turn it into a succinct version.
Two versions of your formal proposal
Succinct version & deep version
This succinct version is like, "Hey, I'm a product person, I don't need to look at 30 distributions of data and look at box plots, and see all of the descriptive and exploratory analysis you did. I just need to see the questions answered of does this relate to subscription? Does this relate to x, y, and z? And have that put together as well as what the formula for this metric will be?"
I think a good workflow, is writing a deep version, translating that deep version into a succinct version, as I was saying, and then once you have the succinct version, I would share that succinct version only with your core stakeholder group.
Because now at this point, you want their buy-in, so once they're on the same page with you, you get a sense of their expertise.
Something I discovered was there were some events, events meaning interactions that were happening on the page, that maybe were not truly descriptive of someone engaging with an article, but instead engaging with other things like a subscription module or something like that.
Once we were on the same page it was like, "Hey, we should be more considerate of what things we include". So that's a good time to get that feedback from subject matter experts in other areas who have an understanding of their workspace you might not have thought to account for.
Once you get buy-in from the core stakeholders, you make any updates that are necessary, the next step will be sharing it with your broader stakeholder group to launch you into the next part of the process, which is doing more of a beta phase.
Below I have in each column an example of what a deep version versus a succinct version is, I think a really good thing to think about is anything in the succinct version is generally in the deep version - the succinct version is just rolling it up a bit more.
For example, a deep version could have two paragraphs on methods, in the succinct version, don't go over four or five sentences - the simpler, the better. Because people just want to know the core understanding of what's happening, all of the nitty-gritty of assumptions that are being made, etc. you probably can leave in the deep version.
Beta phase
So you share that formal memo out, you start doing a roadshow of it, you meet with hopefully a bunch of different teams.
For me, I did this with our marketing teams, with the subscription team, the advertising team, with the rest of the news products team, also with the new product ventures team, so quite a lot of people.
The idea here was I want to get people excited about this, who are already aware of it, and just see the work I've done.
From there, have folks propose ways they would like to use this out in the wild per se, and then help them do so and make sure the data structure and implementation are such that it's easy for them to do it.
Select at least 2 beta use cases, and up to 3
Here I think it's good to have two to three use cases. Obviously, that's depending on your organization, I think no less than two, but I think probably no more than four or five because, at that point, it's really hard to manage everything that's coming to you.
At least one is a well-defined experiment
One thing I found a major help in success in my beta phase work that I did was I had one of the beta use cases be a test. It was literally seeing, can we move this thing with something that should move it? That was a really easy way to explain we'd reached significance, we knew this was meaningful, descriptive, moveable - it checked all the boxes.
When it came to sharing the beta results back with my core stakeholder group, I found that to be the most effective way of saying, "Hey, I think we should continue investing in this work".
From at least one data team different than your own
Other than that, make sure you're working with a team different than your own, because it's a good way to start getting people comfortable with this, to have other people who are advocating for the use of this metric.
Owned by collaborators eager to use the metric
Make sure you choose beta use cases where the folks leading the implementation are excited. The worst and most challenging thing would be probably getting someone excited about this.
There's no point in just trying to get a team to use it because you want them to use it if they don't want to. That's my advice on this front.
Push the metric to be performant in diverse ways
Again, it's really good to note when you're thinking about pooling the results of this work into a memo - what didn't work? That's going to really help you and your core stakeholder group to decide what you want to do moving forward.
When you're leaving this phase, and this is something throughout the work, keep in mind your goal isn't to be the person who developed the next new shiny thing, it's to truly help the business move forward.
If that means you've learned, "Hey, engaged page views aren't useful, we should just use page views", then that's an important learning and it's just as important as developing the new metric.
So keep agnostic, which was really hard for me to do and I think for anyone who gets in the weeds on this kind of work. It's a long process and what ends up happening at the end of the day, that way can really be best for the business.
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Seven Wonders of Iran
Home » Blog » Tourism » Seven Wonders of Iran
Iran, commonly known to some as Persia, is a land whose impressive heritage not only offers magnificent ancient landmarks to tourists, but it also showers devotees of exotic oriental wisdom and culture with never-seen-before monuments to explore. This magical land of enchanting historic sites is ranked seventh among the famous UNESCO World Heritage Sites. Diverse ethnic communities inhabit different parts of Iran, 51 percent of whom are called Persians. What follows is a set of seven wonders of "the Land of Arians" as suggested by Tourism-review.com and in collaboration with Gapa Tour, a leading Iranian tour operator.
Located at nearly 60 km northeast of the city of Shiraz, Persepolis, once the undisputed cultural hub of the land of Persia, should be regarded as one of the most majestic and fascinating structural complexes the world over.
Founded by Darius I in 518 B.C, Persepolis was resting under heaps of sand when in the 1930s, it was unearthed during the excavations of a team of researchers led by Erich Frederich Schmidt. Sadly, this captivating landmark was set on fire at the order of Alexander the Great and its remains are recorded as one of the greatest archeological sites in UNESCO Heritage Site.
Shah Mosque
The historic Shah mosque which has been erected during Safavid era is located on the south side of the Naghsh-e Jahan Square. Certain features of the mosque such as seven-color mosaic tiles and calligraphic inscriptions represent the distinctive characteristics of Iranian architecture. The Shah mosque, also known as Imam Mosque, is encircled by four porticos and a few arcades. This elegant and glittering structure commonly known as one of the seven wonders of Iran is registered as a UNESCO Heritage site as well.
Imam Mosque (Shah Mosque)
Haft Tepe
Situated in the south of the ancient city of Susa, Haft Tepe is one of the country's most prominent archeological sites. Of the utmost archeological importance of Haft Tepe it would suffice only to mention that the ruins of Elamite city of Kabnak were discovered in this area. A large temple attributed to the god Kirwashir and his worshipers was found in this city as well and if all this is not enough, a funerary complex belonging to king Tepti-Ahar and his family which was discovered during excavations could also be mentioned as further evidence for the archeological significance of this ancient city. In addition to these historic sites, Ziggurat is yet another monument which builds upon the fame of the city, a magnificent addition to the already quite vast attractions of the city of Haft Tepe.
Naqsh-e Jahan Square
Located at the very heart of the city of Isfahan, Naqsh-e Jahan is a square whose construction dates back to the years between 1598 and 1629. The geographical location of the square is host to many other historic landmarks from the Safavid era such as Shah Mosque, the Ali Qapu Palace and the Mosque of Sheykh Loftollah. Naqsh-e Jahan is mainly regarded as the manifestation of Iranian and Islamic architecture.
Naghsh-e-Jahan Square
Eram Garden
Shiraz has always been famous for its natural sites and some of the city's gardens are among the travel destinations which enjoy unparalleled fame and popularity among both locals and tourists. Eram garden is one of the most-visited ones in Shiraz. The very name of the garden is derived from the word "Iram" which in Arabic and the tradition of Quran is synonymous with heaven in English. The construction of the charming complex of the garden probably dates back to the Seljuq Dynasty (11th – 14th centuries) and under the rule of Ahmad Sanjar. The latter part of the 18th century (during the Zand dynasty) is regarded as the timeline for some of the major and minor reconstructions carried out in order to improve the garden.
Nasir ol Molk Mosque
This next historic and religious landmark also belongs to Shiraz. Nasir ol Molk Mosque, which is also famous among the natives by the nickname "the Pink Mosque", was built during the reign of the Qajar sultans. The impressive façade of the building is particularly captivating due to the vast use of stained glass and pink tiles. Visitors are encouraged to visit the mosque at noon when, as a result of light beaming through the windows, the walls and floor of the building shine with beautiful shades of various colors.
Nasir-ol-Molk Mosque
Vank Cathedral
Isfahan is renowned for housing various gorgeous historic sites and landmarks among which Vank Cathedral, also known as the Church of Saintly Sister, enjoys a special status. Located in the mostly Christian district of New Julfa, this Armenian church was constructed during the rule of the kings of the Safavid dynasty. The interior of the cathedral is the perfect embodiment of the marriage of the Islamic and Christian styles of architecture. Frescos and gilded carvings, as well as tile work, are the predominant architectural elements of the church. A memorial in the Courtyard of the cathedral is reminiscent of the Armenian Genocide in Turkey.
Vanak Cathedral
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The Easter story may just be the most important story in the Bible because it is the story that proclaims the truth about Jesus Christ and the foundation for all Christianity. Yet, many people do not know all of the main characters of this great story.
"Who Were the People in the Easter Story" will help you and your children learn the 13 main cast of characters from that momentous week over 2,000 years ago that changed history forever.
Your children will learn about the following people: Jesus, Barnabas, the soldiers, Joseph, Simon, King Herod, Mary and Mary, Judas, Caiaphas, the two thieves, Peter, the Angel and Pontius Pilate.


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Clever Harvey, founded by Sriram Subramaniam and Madhu Agrawal in early 2020, allows students to explore their future careers with the help of intense 10-day training programmes in various roles.
"Clever Harvey is incepted from a pain that we have all felt. We were always asked by uncles and aunties 'bade hokar kya banna chahte ho?' (what do you want to be when you grow up?)," says Madhu.
As kids, our understanding of what adults do in offices was very limited. When it was time for decision-making, exposure was lacking. So, we designed a simple solution — 10-day immersive courses where students learn the core skills of that career and decide whether it suits them," she adds.
Clever Harvey currently offers a Junior MBA programme, with Junior CEO, Junior CTO, and Junior CMO courses being the most popular. The startup will add more career courses in the future. It also offers quick courses on how businesses such as Flipkart, Cadbury and Reliance work.
Both Sriram and Madhu had one thing in common - they had both switched multiple careers by the age of 25. And having recognised that switching careers or fields was becoming increasingly popular, the duo understood that with some foundational skills like logical thinking, decision-making, resilience, and an entrepreneurial mindset, the transition could be made easy. They also realised that while there was no dearth of a variety of career options, most students were either simply unaware or did not have the opportunities to understand what these careers entailed.
"The K-12 edtech industry is interesting in its rapid evolution. For the longest time, it was all about academics and test prep. However, in the past few years, there has been increased awareness amongst parents and schools of the need to build real-world skills," says Madhu.
She adds that WhiteHat Jr's success is a testament to the fact that parents are keen to give their children an early start on real-world skills. "We are bringing the same opportunity to the Arts and Commerce students who are seventy percent of the market."
When the company was launched, the founders took to advertising through Facebook. They designed email campaigns and called the first 100 inquiries themselves. This approach led to a good understanding of the market and what people were looking for.
I had to convince my dad that tech businesses can make money: Sunder Raju, Chairman of ACT
Clever Harvey was born during the pandemic. The blueprint that the founders had for the original launch had to be thrown away in mid-March when they realised that things were going to go online for a while.
"We were watching the scenario unfold in China and HK, and we decided we must act decisively. In two weeks, we pivoted to re-designing our product, communication channels and operations to be 100 percent online. We launched successfully in April. Now, as we scale, we are grappling with the challenges of hiring and building a team in remote working conditions which are new to everybody," says Madhu.
The business model revolves around the online Junior MBA for young achievers in classes 8 to 12, which is India's first such programme. What makes the programme unique is that it is a live platform that exposes students to the corporate world and equips them with cognitive skills for an uncertain tomorrow.
In just eight months since launch, they have clocked more than Rs 1 crore in revenue on this new concept.
The next 18 months
Initially, the founders started the company by investing Rs 1 crore each. Later, they raised seed funding from Education Catalyst Fund and are looking to raise Series-A round soon. Clever Harvey has a suite of corporate tie-ups, and have created real-world projects to give students the opportunities to apply their skills and build up a portfolio of work.
The traction so far proves that there is an appetite for learning even beyond coding. Clever Harvey is now expanding its portfolio of offerings to Junior Designer series, aimed at the Humanities/Arts students - which consist of a Junior Architect, Junior GameMaker and Junior GraphicDesigner. It will also create options like Junior Journalist and a Junior Lawyer series.
"We're also reaching out to partner with MNCs to develop mini case-studies based on their organisations that students can solve as part of a 'virtual internship'. For the businesses we partner with, this offers free engagement with the teenage segment," says Madhu.
According to her, over 1000 students are already enrolled in a freemium offering.
This 15-year-old has built an edtech marketplace for teachers and students to connect, teach, and learn
Approximately 45 percent of its total students are from outside the metros — from smaller towns in Jammu, Jharkhand, Gujarat, Assam and Karnataka. The pandemic has levelled the playing field and given students from Tier II towns a chance to channel their aspirations.
Over 50 percent of the students enrolled have signed up for all three courses offered currently. The Junior CEO option is the most popular - reflecting the rising profile of startups in India and the growing recognition of entrepreneurship as a legitimate career option (even beyond the business communities). The cost for three courses is Rs 13,000.
Clever Harvey hopes to bridge the gap between academics and the real world by assisting students to develop essential skills for success like critical thinking, advanced problem solving, spotting patterns and optimising solutions, planning and budgeting, and innovation.
The programmes are designed to help kids develop commercial acumen and get industry exposure at a young age. Most kids are aware of jobs that engineers, doctors, or even architects do, but few are aware of what a CEO or CTO does.
As it plans to scale its revenues and business partners, Clever Harvey's founders believe that given the right exposure and direction, any child can succeed in their chosen field. And helping them be better prepared are the edtech startups, who are leaving no stone unturned in exploring the many options available.
edtech startup
Clever Harvey


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Myolepta dubia is a European hoverfly.

References

Eristalinae
Muscomorph flies of Europe
Insects described in 1805
Taxa named by Johan Christian Fabricius