Question: 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: The narrator probably believes === The answer to the above question is
OPTIONS:
- Ubuntu doesn't need to do anything about managing community effort
- not enough information
- Ubuntu needs to get better with managing community effort
- Ubuntu is doing a perfect job managing community effort
Answer: Ubuntu needs to get better with managing community effort

input with options: Job offer many years ago. I had two, one for staff accountant and the other was as accounting manager for a holistic health clinic. The clinic job paid about 40% more and came with a "manager" title. I believed in myself and all that, but who offers someone just out of school with only 2 years of internship and no specialty in field manager level? That kept bugging me. Something just wasn't right. Acting on instinct, I took the other job. Good thing! A few months later, I read that the owner of the clinic (an MD) and his two partners (his wife and the CFO) had all been indicted for numerous counts of fraud. They were cheating the state, they were cheating the church they were affiliated with, they were cheating Medicare and private insurance companies. The IRS was after them it was supposed to be not-for-profit but it turns out they were living large. Not only that, but they hadn't been sending in w/h tax for non-church member paid employees. Then there was the allegation that they were abusing mentally handicapped workers who were related to church members. The church itself tried to distance themselves, but three elders were also on the clinic's Board of Directors. It was nasty and the entire management team ended up with at least some jail time. There was no way anyone who had any access to the records (medical or financial) could have claimed innocence. My job would have included filing false budget and financial statements with the Board, IRS and other agencies. I would have also probably known that they were withholding but not remitting tax from employee checks. Fact is, the poor kid who took the job got 2 years, so I found out. Those in on the medical fraud got even worse and the three principals all got 2-digit sentences. Question: When did they have the situation? === The answer to the above question is
OPTIONS:
- Yesterday
- Recently
- Many years ago
- not enough information
output: Many years ago

Q: Shortly after five, the hospital called. More precisely, the emergency room phoned to ask if Ray had a bed. Ray pretended to consult his admission log, just as he always did. The nightly hospital call meant one of three things: the chemical dependency floor was full (highly unlikely), the individual in question had fallen under the hospital's "one treatment episode every three months" sanction (also known as the Black List, and only moderately unlikely), or the prospective client had no insurance (in Ray's experience, very likely). The folks at the hospital knew, as did Ray, that federal law prohibited him from turning away individuals requesting detoxification services if he had an open bed. The hospital was generous enough to spring for a cab voucher for the intoxicate. In Ray's experience as well, overnight admissions were less interested in detox than in free food, a free bed and complimentary meds. For his two hour paperwork investment and aggravation, he would receive the benefit of knowing the client slept until noon then slipped out the side door and into another binge. Any bills for service generated for the brief stay would return in a week or so stamped "No Such Address" or simply "Return to Sender". On average, the clients of addictions services managed to muster a raging 25% of them who would ever pay a dime toward their bill. The night shift admission payment percentages were a quarter of that quarter in good years. Thus, the frequent calls from the hospital. They had little better luck in getting good addresses (or even with those, a client who stayed sober long enough to give a shit). No one relished treating the uninsured and uninsurable. It was fiscal suicide. The hospital was perfectly willing to let the local experts in deadbeats handle the workload. Tonight, Ray could tell them no. He liked telling them no, especially when it was the truth. Question: How many things does Ray belives the nightly call from the hospital could mean? === The answer to the above question is

OPTIONS:
- Anything
- not enough information
- Only one
- Three

A:
Three