input: OPTIONS:
- not enough information
- Craig
- A guy with a guitar
- A blonde six-footer Now, answer this question: Read the following context and answer the question. Context: Sondra arrived at 1:00 PM sharp. Billy-Eye's Arcade and Dance Barn was located on Highway 87, north of town. She was not impressed. It was nothing but a huge commercial metal building with the name painted in big lettering across the front. There were about fifteen cars in the small gravel parking lot--mostly older models like hers. She walked in, and saw a line of people standing at a closed office door. Clearly, they were band members waiting to register for an audition. A couple of the guys had their electric guitars strapped on their backs. Sondra was quite familiar with Billy-Eye and his two sons. She'd eaten her share of Buttard Biscuits growing up. And she still remembered the time in high school when Craig walked up to her in the hallway and asked her for a date. She had nearly laughed in his face. He was just a kid--three grades below her. A couple of years later, when she found out about his reputation as a stud, she wished she had accepted his offer. She would have given the little punk the ride of his life. While she was still thinking about Craig, the office door opened, and he walked out. He glanced at the long line of rockers. "Okay, we're about to get started, Guys." Then he spotted Sondra at the back of the line. The blonde six-footer was not easy to miss. "Sondra Crench? Is that you?" He walked up to her. "How are you, Craig?" "Well, I'm impressed that you remember me. So, you're here to sign up?" "Yeah." He checked out the young men standing in front of her. "Are these guys with you?" "No." "Well, where's your band?" "I'm working on it." "Follow me." She hesitated. There were at least thirty people in front of her in line. "Come on," he insisted. She followed him into the office. Question: Who walked up to Sondra while she was waiting in line? Answer:
A:
output: Craig

Read the following context and answer the question. Context: For active people, regular training is as important part of maintaining and increasing fitness. About the only real downside to regular exercise is the transient toll it takes on the body after a hard training session. The pain and soreness after training needs sufficient time to recover from before another hard session can be performed. A very plausible theory pushed for many years is that the post-exercise oxidative stress in the body is the primary cause of the muscle damage and fatigue experienced. If you could reduce this oxidative stress, then it would allow quicker recovery, and then more time spent training. What this theory ignores though is that oxidative damage is a natural part of how the body adapts to stressful exercise, allowing the body to repair and grow stronger to allow higher levels of performance in the future. A small scale study has previously found that trained and untrained individuals who dose up on antioxidant supplements impair important exercise training adaptations such as improved insulin sensitivity and production of oxidative stress defence proteins. Now researchers have extended this study by looking at the effect of antioxidants in trained female runners, and published their findings in the European Journal of Sports Science. Twenty-three well trained female runners took part in three separate 3-week training blocks where they took either 1 gram of vitamin C, blackcurrant juice, or a placebo drink for each of the training blocks. Each of the dietary interventions involved drinking a similar volume of fruit drink of a total of half a litre per day split over the morning and evening. The training performance of each runner was carefully measured at the beginning and end of each 3-week treatment period. The runners stuck to a set training schedule which allowed a more accurate assessment of any changes in performance over the training period. Question: Who probably read the article on antioxidants in the European Journal of Sports Science? Answer:

OPTIONS:
- probably lawyers mostly
- not enough information
- probably athletes and physicians mostly
- probably teachers mostly

Answer: not enough information

Read the following context and answer the question. Context: One of the challenges that every community faces, particularly teams inside a larger community, is the ability to coordinate what goals and ambitions the team is going to work on. Traditionally this has always been somewhat ad-hoc: people join a team and work on whatever they feel like. Ideas are ten-a-penny though. For most teams that work on larger projects (such as events, software, products and more) to actually be productive, coordinating this work can be complex: some projects require coordination across many people with different skill-sets, time-availability and resources. Something I would like us to work towards in the Ubuntu community is encouraging a culture of best-practise in how we plan our work and coordinate our awesome teams to work together on projects. I believe this kind of coordination can help our teams increase the opportunity for success in their work, feel more empowered and productive and provide greater insight to people outside those teams on what the team is doing. An effective way of doing this is to build a Roadmap for each cycle. This provides an opportunity to capture a set of goals the team will work together to achieve in each six-month period. This article outlines how to build such a Roadmap. While at first a roadmap can feel a little like a nod to the gods of bureaucracy, they actually possess many benefits: * Direction one of the biggest complaints teams often report is a lack of direction. If a team gets into the habit of creating a roadmap at the beginning of a cycle, it gives the team a sense of focus and direction for the coming cycle. * Documented commitments are more effective a common rule in Project Management training is that actions assigned to people in a shared document are more effective than ad-hoc or private commitments. By documenting who will work on what in a cycle and putting their name next to an action can help seal a sense of accountability for their contributions to the project. * Feeling of success regularly revisiting a roadmap and... Question: When does management become difficult? Answer:
OPTIONS:
- When you get great teams
- not enough information
- When projects are large
- When you create a roadmap

Answer:
When projects are large