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: Building a roadmap probably lasts Options: A. A few days B. A few years C. A few decades D. not enough information === The correct answer is
A

I have been the brunt of cruelty from a doctor a number of times but I will relate one that has always stayed with me since I was a child. I was approximately 8 years and it happened to be summer. Baseball was a true love and my brothers and friends played daily. In the summer, all we wore were cut off jeans and nothing else. I had stepped on a rusty nail and it became infected. Time for a Tetanus shot! This was a typical occurrence for us during the summer. There was only one doctor within a one hundred square mile area and his name was Doctor Brandenbury. He was a very unpleasant, elderly man that my brothers and I did not care for since he was just a mean, old bastard. So I am shuffled off to his office and of course after hearing what had a occurred and examining my foot agreed I needed the Tetanus shot. I make a very innocent request as he is about to give me the shot. Since I knew the shot would stiffen my arm and essentially cause pain I would take it in my left arm so my throwing arm would not be affected. I tried to request this from the doctor but he did not wish to hear anything from me. He said "I don't give a fuck what arm you get it in." He grabbed me roughly by the right arm and used the needle like a dart and just slammed it into my arm. I had never had a problem with shots before but that REALLY hurt. I started crying. He instructed my mother "To get me the Hell out of his office." Needless to say my mother never took any of us to see this old, miserable bastard again. She found another doctor that actually treated us like we were human. Question: what's probably true about Doctor Brandenbury? Options: A. he is lonely B. he loves everyone C. not enough information D. he loves life === The correct answer is
A

Q: When I was a patrolman working the 11PM to 7AM shift we received a phone call from a police department about 200 miles away in a neighboring state. It seems that department was holding one of our elderly residents who suffered from Alzheimer's disease. Earlier in the day this gentlemen got the keys to his wife's car and went for a ride. He quickly became confused and lost, so he just kept driving. The last 60 miles of his journey consisted of a low speed police chase. This poor man was scared to death and only pulled over when his vehicle ran out of gas. A request was made for us to send an officer to transport this gentleman the 200 miles back to his home. Because we were at minimum shift strength, the Sergeant determined that a family member would have to go and get him. I returned to work the following night and at nightly briefing, I asked if anyone had an update on the man's transport. The sergeant said he hadn't heard anything, which is when a junior patrolman spoke up. He said that man is from my neighborhood and after I got home from work this morning, I drove the 400 mile round trip and picked up my neighbor and returned him home to his wife. I just got back into town about an hour ago, so I changed into my uniform, and I'm here for my shift! I learned later that this patrolman had taken it upon himself to contact the man's wife and the only vehicle they owned was out of gas 200 miles away. So this officer stayed up all day after a working the midnight shift and used his own car for the 400 mile trip. The officer said when he picked the man up at the station; he looked at the officer and smiled. He recognized his neighbor. This frail elderly man surely did not remember this selfless act of kindness. But it made a lasting impression on me, and on what it means to be a good cop. Question: What made man with Alzheimer's recognize the junior patrolman? Options: A. Although they had never met his wife know what the junior patrolman looked like. B. The police who were holding the man showed him pictures of the junior patrolman C. not enough information D. They were neighbors and had spoken on many occasions. === The correct answer is
A: D