Think you're a dog expert? You might be able to identify all the dogs you see at the park. But do you know all of these obscure dog breeds, too?
Leaders and teams grow stronger through collaboration.
На просторах интернета можно встретить немало статей на тему Infrastructure as Code, утилит SaltStack, Kitchen-CI и так далее, однако, сколько я не встречал различного рода примеров IaC, они зачастую остаются только кодом, как правило, с делением на бранчи в VCS соответствующие наименованию типа среды, например dev/int, возможно даже с тэгами, а говорить о полноценном цикле разработки конфигураций как правило не приходится. Во всяком случае с компаниями, с которыми знаком именно такая ситуация, да и статей не находил. Может быть оно и понятно — тотальный Agile и "раз-раз и в продакшен". Попробую исправить ситуацию данной статьей. Читать дальше →
Sebastien Roblin Security, The Su-35 may be the best jet-age dogfighter ever made. The Su-35 may be the best jet-age dogfighter ever made and a capable missile delivery platform—but whether that will suffice for an air-superiority fighter in the era of stealth technology remains to be seen. The Sukhoi Su-35 Flanker-E is the top Russian air-superiority fighter in service today, and represents the pinnacle of fourth-generation jet fighter design. It will remain so until Russia succeeds in bringing its fifth-generation PAK-FA stealth fighter into production. Distinguished by its unrivaled maneuverability, most of the Su-35’s electronics and weapons capabilities have caught up with those of Western equivalents, like the F-15 Eagle. But while it may be a deadly adversary to F-15s, Eurofighters and Rafales, the big question mark remains how effectively it can contend with fifth-generation stealth fighters such as the F-22 and F-35. History The Su-35 is an evolution of the Su-27 Flanker, a late Cold War design intended to match the F-15 in concept: a heavy twin-engine multirole fighter combining excellent speed and weapons loadout with dogfighting agility. An Su-27 stunned the audience of the Paris Air Show in 1989 when it demonstrated Pugachev’s Cobra, a maneuver in which the fighter rears its nose up to 120-degree vertical—but continues to soar forward along the plane’s original attitude. Widely exported, the Flanker has yet to clash with Western fighters, but did see air-to-air combat in Ethiopian service during a border war with Eritrea, scoring four kills against MiG-29s for no loss. It has also been employed on ground attack missions. The development history of the Su-35 is a bit complicated. An upgraded Flanker with canards (additional small wings on the forward fuselage) called the Su-35 first appeared way back in 1989, but is not the same plane as the current model; only fifteen were produced. Another upgraded Flanker, the two-seat Su-30, has been produced in significant quantities, and its variants exported to nearly a dozen countries. The current model in question, without canards, is properly called the Su-35S and is the most advanced type of the Flanker family. It began development in 2003 under the Komsomolsk-on-Amur Aircraft Production Association (KnAAPO), a subcontractor of Sukhoi. The first prototypes rolled out in 2007 and production began in 2009. Airframe and Engines Read full article
If Trump were right to blame all of his problems on messaging, perhaps the smooth-talking businessman could solve them. But he’s not.
Summer brings extreme heat, unrelenting sun, and extra commotion. Here's what you need to know to keep your dogs safe as you enjoy fun in the sun.
At a time when many established companies are struggling to remain competitive, it’s clear that fundamental change is in order. Some established companies have found a path that works — they are surviving, thriving, and going head-to-head with an onslaught of fast-moving startups that seem to multiply overnight. What lessons have these companies learned that others need to embrace? Digital transformation requires a new approach to strategy. A key tenet of digital transformation is the understanding that digital strategy no longer plays a supporting role for business strategy. It is given first consideration, which determines other elements of the broader business plan. Without building on the basis of a digital operating model, there is no way to ensure alignment among a company’s digital initiatives. This is why so many digital transformation initiatives don’t live up to expectations, or even fail altogether. Pursuing a mobile app here or a big data program there is not establishing the core digital strategy on which to build the future business. It’s time to think of business strategies for a digital world — rather than thinking of a stand-alone “digital” strategy. Digital transformation requires new strengths. Operational excellence, customer intimacy, or product leadership — successful companies excel in one dimension and perform well in the others. That may change as a company undergoes a digital transformation. Financial services and insurance offer good examples of this shift. While some banks and insurers were known for their service or products, most have long focused on operating as efficiently as possible. To succeed in the digital economy, companies in these industries are finding it necessary to make a shift. Read more from DXC Technology: Digital Transformation Is Racing Ahead and No Industry Is Immune How to Become a Digital Enterprise Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud Advanced Analytics Are Crucial to Digital Transformation 6 Digital Trends Are Poised to Transform How We Work Digital transformation requires digital leaders. Digital disruption is rewriting job descriptions too, especially for the CIO. Leadership teams, recognizing that technology’s supporting role has changed, have also reordered their thinking about digital leadership. Internal departments and employees were once seen as the CIO’s customers. Today, as they divest themselves of IT delivery, CIOs are as focused on the external business customers as are other members of the C-suite. IT delivery is becoming ever more commoditized and divested, giving CIOs the opportunity to try new things and to play a leading role in digital transformation. In companies where this shift is not recognized, many of today’s digital initiatives fall short of their potential. They remain tactical in approach and lack a cohesive strategic focus. The digital world requires a CIO with the vision to see emerging changes and opportunities, and the leadership to transition and transform organizations. The visionaries and winners have seen the opportunities, addressed the challenges, and adapted to the expectations of the digital customer, while those with less flexible minds, cultures, and business models are rapidly falling away. Digital transformation requires enterprise alignment. Digital transformation presents immense commercial opportunities, but even when an enterprise recognizes the potential, it is not guaranteed. To realize the true potential of the digital transformation, enterprise strategy, culture, people, and processes must be fully aligned. The digital world is far more transparent and ruthlessly revealing of weaknesses and flaws in strategy and execution. Old-fashioned silos, defensive thinking, and lack of organizational agility are incompatible with business models based on delivering better experiences to increasingly empowered and demanding customers. Without such alignment, many initiatives will fail to achieve their potential. Digital transformation requires a new breed of technology partner. Mastering big data. Divesting IT infrastructure and transferring workloads to the cloud. Developing an ecosystem of partners. Implementing a digital-first strategy. These are just a few of the challenges to be addressed in the process of digital transformation. Each of these business transformation areas is so completely intertwined with the others that organizations need a new type of agile technology partner. The traditional reactive vendor relationship needs to become one of proactive partnership in which the technology partner has a complete understanding of the Industry Perspective business and the technology challenges facing the client. Indeed, more than just understanding, the technology partner must have the ability to leverage a broad ecosystem of its own partners to facilitate the client’s digital journey — top to bottom, edge to edge, and beyond. The way ahead. Companies planning for a future beyond the next few years need to take stock of their transformational strengths and weaknesses. Wholesale transformation will be needed to streamline operations, to develop new businesses that serve new customer needs, and to shed those businesses that no longer meet the company’s growth objectives — even businesses that were once considered core. Transformation on this scale can be a long process. It will involve many challenges. But the opportunities it offers are unprecedented. The wins enjoyed will be significant. And no enterprise needs to take on all these challenges alone. What makes a digital leader? Find out in this survey report.
Digital Transformation Is Racing Ahead and No Industry Is Immune - SPONSOR CONTENT FROM DXC TECHNOLOGY
Dealing with today’s digital disruption begins by understanding how it differs from past industry changes. After all, stories of the end of our industry as we know it have been a trade press staple for decades. A few key elements distinguish this era of change from the past. Disruption has accelerated dramatically, and the numbers prove it. A 2014 study from Constellation Research quantified the accelerating rate of change in the enterprise by examining a simple benchmark — the entry and exit of U.S. corporations in the S&P 500 index. In 1958, corporations listed in the S&P 500 had an average stay of 61 years. By 1980, numbers from research firm Innosight reveal that the average stay had declined sharply to 25 years. In 2011, the average tenure dropped to 18 years. At the present rate of churn, Innosight’s research estimates three-quarters of today’s S&P 500 will be replaced by 2027. Digital disruption is the primary catalyst of change. While the Constellation study is careful to say that companies rise and fall for many reasons, digital disruption is clearly responsible for a large share. Research shows that since 2000, 52 percent of companies in the Fortune 500 have either gone bankrupt, been acquired, or ceased to exist as a result of digital disruption. The collision of the physical and digital worlds has affected every dimension of society, commerce, enterprises, and individuals. Read more from DXC Technology: Embracing Digital Change Requires a Clear Strategic Focus How to Become a Digital Enterprise Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud Advanced Analytics Are Crucial to Digital Transformation 6 Digital Trends Are Poised to Transform How We Work Digital transformation transcends technology. Digital transformation is often viewed through a narrow technology lens, as just another mobile project or e-commerce initiative. Fundamentally, though, digital transformation is the result of enterprises seeking to adapt to the storm of new technology affecting markets and customers. Effective internal systems, processes, and value chains will always be essential, but enterprises will increasingly need to harness the skills, capabilities, and passions of the external market. Digital transformation forces wholesale change to the foundations of an enterprise — from its operating model to its infrastructure, what it sells, and to whom and how. No industry is immune. Industries dominated by information-rich assets (think publishing and music) were swept up in the early wave of internet innovation. The subsequent mobile revolution created challenges for retailers who found customers flocking to online alternatives. Today, disruptive technology shifts such as cloud, big data, and the Internet of Things will not only upend these industries (again), but will also introduce revolutionary change to even the most staid industries. Specific industries with regulatory barriers or large infrastructure costs will feel greater effects of shifts created by the next generation of IT breakthroughs. There is significant opportunity. While the disruption is immense, so is the opportunity. The value of the digital economy continues to grow in size and importance in every company in every industry. Nearly 3 billion consumers, businesses, government agencies, and institutions of every nature interact every day using computers, laptops, tablets, smartphones, and a growing range of mobile devices. The relentless speed of change of customers, markets, and technology has given rise to enormous opportunity. The digital economy is making significant contributions to global gross domestic product (GDP), outpacing global growth by 400 percent. A 2015 report by Boston Consulting Group (BCG) estimated the digital economy would contribute $4 trillion to the GDP of countries in the G-20 during 2016, and would continue to grow at a rate of 10 percent per year. Growth outside the G-20 is even higher, measured at rates of 15 to 25 percent. These figures compare with a rate of 2.5 percent global economic growth, according to recent estimates by the Conference Board. BCG’s study also credits the digital economy as an increasingly important source of new jobs, as well as an important catalyst for social and political change. Successful companies have learned that digital disruption is more than a catalyst of unrelenting change. It is also the foundation on which can be built new business strategies that are able to move and evolve at the pace of consumers and markets. These are companies that have embraced transformation as a way of life and are using digital technologies to accelerate their growth. How can companies thrive on these changes? Get the keys to digital transformation success here.
Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. Companies like ANZ, the Australian-based banking giant, have made explicit commitments to adopt agile principles, while others like Zappos, are on the bleeding edge of organizational transformation. Many stopping points exist along the continuum from hierarchy to holacracy. To successfully transform to a more agile enterprise, companies must make conscious choices about where and how to become agile. They have to decide where to adopt agile principles and mindsets, where to use agile problem-solving methodologies to dynamically address strategic and organizational challenges, and where to more formally deploy the full agile model, including self-managed teams. At Bain & Company, we do not believe that companies should try to use agile methods everywhere. In many functional areas, such as plant maintenance, purchasing, sales calls, or accounting, more traditional structures and processes likely will deliver lower cost, more repeatable outcomes and more scalable organizations. Sorting through every function and every part of your company’s operating model to determine which parts of the agile playbook to adopt requires some deep thinking. It also means you have to figure out how to make the agile and traditional parts of your organization effectively operate with one another. This takes time. There is, however, a no-regrets first move available to the leaders of organizations that are working through a complicated transition from a traditional to an agile enterprise, and that is to become agile at the top. Senior leadership teams that embrace agile do a few things differently. Based on our experience working with these teams, we recommend senior teams do the following if they want to become more agile: Treat your enterprise priorities as a managed backlog. At the enterprise level, think of all of your corporate initiatives as a backlog, just like software developers think of future product features as a backlog. See your leadership team as an agile Scrum that prioritizes the backlog based on importance, then tackles them in sequence until completed. Reprioritize your enterprise backlog when new initiatives are added. This helps maintain focus and velocity while stopping initiative proliferation. Systematic Inc., a 525-employee software company, began applying agile methodologies in 2005. As they spread to all its software development teams, Michael Holm, the company’s CEO and cofounder, began to worry that his leadership team was hindering progress. So in 2010, Holm decided to run his nine-member executive group as an agile team. The group started by meeting every Monday for an hour or two, but found the pace of decision making too slow. So it began having daily 20-minute stand-ups at 8:40 a.m. to discuss what members had done the day before, what they would do that day, and where they needed help. Executive teams looking to adopt this practice need to focus on fewer things and move from a calendar-based planning process to continuous issue-based planning. When Steve Jobs was running Apple, one of his greatest strengths was ruthlessly focusing the company on its most critical priorities. As documented by Walter Isaacson, “After he righted the company, Jobs began taking his ‘top 100’ people on a retreat each year. On the last day, he would stand in front of a whiteboard and ask, ‘What are the 10 things we should be doing next?’ People would fight to get their suggestions on the list. Jobs would write them down—and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of 10. Then Jobs would slash the bottom seven and announce, ‘We can only do three.’ ” And it’s not just executive focus that needs to change. The traditional annual strategic planning cycle must be supplemented with real-time, issue-based planning so resources can be allocated more dynamically. Strategy, competitor actions and timely responses do not fit neatly into a fixed calendar. Companies like Textron and Cardinal Health began moving toward a more continuous planning process years ago after growing frustrated with the pace of decision making. Continuous planning ensures that resources are being directed toward evolving priorities and away from initiatives that have grown less important. The dynamic nature of agile initiatives also requires that executives devise new ways of keeping everything aligned and maintaining enterprise-level visibility, for example, via widely accessible dashboards that connect metrics across the company and link individual team metrics to aggregated company-level metrics. Create small, talent-rich teams working outside the hierarchy to address your most important priorities. These teams are given permission to use Agile methods and processes and to work outside of the often energy-draining and slower-moving traditional processes and decision hierarchies. Many leading companies such as Airbnb, Spotify, Google, Amazon and Microsoft have adopted Agile as a way of managing innovation and product development. Self-managed teams with limited hierarchy and bureaucracy are explicit features of such organizational models. AB InBev has an executive team that works in a more agile way, though the members probably did not study Scrum before adopting this way of working; it is inherent to their leadership style and culture. The CEO and his leadership team share a joint table. Issues are worked on quickly and cross-functionally in a less formal, less bureaucratic environment. This means no one has to call a special meeting, and issues do not have to be worked through different functional silos and then reintegrated at the top. This type of management boosts the velocity of decision making. Time-box your work and make extensive use of test-and-learn techniques. Working in smaller increments of focused time, typically one to four weeks, also accelerates decision velocity and the overall corporate metabolism. This works well when you have moved from a calendar-based to a continuous planning process. Using test-and-learn techniques with both customers and internal stakeholders allows companies to take minimum viable solutions and iterate on them quickly, abandoning weaker solutions for better ones. This rapid, hypothesis-focused, real-time testing creates early constructive feedback for the team and accelerates the development of solutions. No company demonstrates this intense focus on speed better than Amazon, which puts these concepts into practice every day. Amazon makes extensive use of well-researched white papers to help focus the management team on critical decisions. At the outset of a meeting, individuals are given time to read the white papers in silence before thoroughly discussing the merits of a proposal. Not all decisions are treated equally. In the words of CEO Jeff Bezos, “Many decisions are reversible, two-way doors. Those decisions can use a light-weight process. For those, so what if you’re wrong?” One key to making decision velocity and time-boxing possible is establishing the right burden of proof before action. We have seen many weaker companies where the greatest sin a manager could commit was not being able to answer every question the executive team asked, even if the answers to these questions would not have changed the decision. According to Bezos, “Most decisions should probably be made with somewhere around 70 percent of the information you wish you had. If you wait for 90 percent, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.” While we have seen few leadership teams that have embraced all of these ideas equally in the C-suite, companies are increasingly adopting these practices. Making this change stick and permeate through successive layers in the organization requires a change in leadership styles, from command-and-control to models that rely on trust. For leaders, this means learning to let go and to rely on their teams to offer the right answers. Companies like Spotify, with its principle of “loosely coupled and tightly aligned,” and Google, with its broad spans of control, have mastered these concepts. These behavioral changes will not happen without a concerted effort, but we believe that new leadership techniques are within reach of all open-minded and talented executives. Take a moment to hold your leadership team and yourself up to a mirror. Agile, and the resulting decision velocity, starts at the top of the house. Senior leadership teams that lead in an agile manner and make high-velocity decisions will see these behaviors mimicked at lower levels in the organization. Failing to do this is the surest way to shorten the half-life of your company and make everyone, including yourself, miserable along the way. But if you develop leaders with the right mindset and an agile approach to management, you can get the maximum value out of your company’s use of its scarcest resources—the time, talent and energy of your workforce.
**Joshua Micah Marshall** (2002): "I really, really, really want to recommend a book to you. It's called Strange Victory: Hitler's Conquest of France and it's by Ernest R. May, a highly respected diplomatic historian... >...There are two reasons why this book is so good. The first is that it is just a marvelously engrossing narrative of one of the most pivotal moments of the 20th Century: the lead-up to the Second World War and particularly Hitler's lightning victory over France in May and June of 1940. It's just a very polished, compelling World War Two book and a very good read. But it's much more than that. >May begins with a question that most of us would probably not imagine really was a question. That is, why did France lose? >From the newsreels, many histories, and the mythology of appeasement you'd get the impression that this was just a given, that Germany was strong and armed-to-the-teeth and France was unprepared and weak. But this just wasn't the case. May makes very clear that France (and especially France and Britain together) were both quantitatively and qualitatively stronger and better prepared for war. Simply put, on balance, they had more stuff and...
Motion-capture apes are the stars of the thrilling third prequel, a psychological western turned war movie“Humans get sick, apes get smart, humans kill apes.” This is how Steve Zahn’s Bad Ape summarises the previous Planet of the Apes reboots. In the third of the Apes prequels (and director Matt Reeves’s second film in the series), the apes are out for revenge, led by a grizzled Caesar (Andy Serkis), whose driving “hate” is stoked by the death of his son at the hands of violent humans. Flanked by his second-in-command, gentle orang-utan Maurice (Karin Konoval), and two other apes, Caesar and co ride on horseback (an image I found beautiful, evocative and bizarre) across beaches, fields and snow-capped mountains to the prison camp where Woody Harrelson’s Colonel has rounded up the remaining apes to build a Trumpian “wall”.Along the way they pick up a mute child (Amiah Miller) and Bad Ape, an eccentric zoo primate, who help to create and carry out the rescue plan. This isn’t a buddy movie but, rather, a psychological western that breaks and becomes a revenge thriller war movie; trench warfare and Apocalypse Now references are included in the price of the ticket. Michael Giacchino’s whirring score ratchets up the tension, while cinematographer Michael Seresin’s agile camera flies directly overhead. At times, the apes appear tiny, toy-soldier figurines from his bird’s eye perspective; on other occasions, the camera skims puddle-strewn beaches at hoof-level and swings with the apes as they clamber snowy pylons. Continue reading...
Nikola-Lenivets, a village in the Kaluga Region (220 kilometers south of Moscow), is a combination of seemingly uncombinable things: modern art objects, a traditional Russian landscape with meadows, rivers and fields, and crazy off-road driving. Mostly located on the territory of the Ugra National Park, more than 30 land art objects seamlessly blend into the woods and meadows. Many have managed to survive the summer heat, heavy rain and snow since the first Archstoyanie festival in 2006, but some wooden art objects slowly fade back into nature. There’s a lot of art in this area that covers 980 square kilometers, so here’s our pick of the top 7 art objects, as well as useful information for planning your trip. 1. Universal Mind TASS/Sergei Bobylev Even if you have only one day in Nikola-Lenivets, a visit to the Universal Mind (2012) is a must. Nikolay Polissky, one of the masterminds behind Nikola-Lenivets, has bent iron and wood in a very curious way to create a gigantic brain – or a spaceship – in the field, symmetrically dotted with steampunk wooden rockets. Wander inside, climb up and take the prefect selfie, but you cannot claim that you’ve been to Nikola-Lenivets without seeing this art object. 2. Beaubourg TASS/Sergei Bobylev Resembling an interplanetary octopus, Beaubourg (2013) is entirely braided with a birch twig and is high as a seven-floor house. When you walk inside Beaubourg’s tube-columns, the twig shines through and it seems as if the columns also move. The art object has the same name as the oldest district in Paris where the Pompidou Center is located. Nikolay Polissky said that a trip to Paris inspired him during the 18 months that it took him to build this art object. 3. The Lighthouse Legion-Media Although this Lighthouse (2004) by the Ugra River doesn’t actually have a searchlight inside, visitors are attracted to it anyway. Those who are brave enough even climb up inside this 12-meter high wooden tower to see the surroundings through the art work’s body that are made of elm branches. Safety tip: don’t go in flip-flops or sandals because there are small logs instead of stairs. 4. Storming Heaven Yulia Shandurenko Manipulazione Internazionale, the Russian architectural firm behind Storming Heaven (2012), put together numerous wooden ladders, plated them into a tricky combination and allows art-inspired visitors to climb up into this construction, imitating real-life goal getting. Once you try this, you will definitely see this art object’s “symbolic expression of the endeavor for the unattainable,” as the authors called it. 5. Rotunda TASS/Sergei Bobylev Standing alone in the middle of a sunflower field, you can’t miss Rotunda (2009), created by Alexander Brodsky. The art work looks like a small white round house, but the wall of the first floor is made out of old creaky doors, constantly opening and closing, which makes you feel as if you are wandering inside a haunted house, and this impression only grows stronger in the evening. A roof deck with a view can be reached by climbing a ladder, but a good amount of agility is required! 6. Arch Sergey Slutsky The Arch (2012) by Boris Bernaskoni is a magnificent black construction consisting of a 6-meter long plank and located on the edge of a forest and a wide field, resembling a portal between worlds. Take the spiral staircase all the way up to the observation deck or opt for the staircase that takes you down to the private 'artists’ room.' 7. Golden Calf RIA Novosti/Ilya Pitalev A ship? A temple? Or a bull figure? The Golden Calf (2009) looks like all three of these. On the one hand, the object’s creator Vasily Shchetinin found inspiration in the Bible story of Noah’s ark. But on the other hand, the Golden Calf is the author’s reference to the Wall Street bull. Whichever way you decide to look at it, definitely climb all the way up not only for some great views of the forest and the meadows, but also because the Golden Calf has one little secret that cannot be seen from the ground. How to get there TASS/Sergei Bobylev The best way to get there is by car. Your GPS will tell you that the drive takes about 3.5 hours from the Moscow city center but don’t forget to take into account Moscow’s heavy traffic and the poor quality of roads near Nikola-Lenivets. Be prepared that the drive will take anywhere between 3.5 and 5 hours. There are few parking options in the village but the main guarded parking lot is located by the reception desk. Parking is free if you buy an entrance ticket (200 rubles), or book an accommodation. Getting there by public transportation is also doable, yet can be quite exhausting. The fastest way is to take the train from Kievsky Railway Station to Maloyaroslavets or Kaluga-1 station, and then get in a taxi (1600 rubles for a one-way ride, cash only). Opening hours The art park is open 24/7, all year around. Entrance is 200 rubles, unless there is an event or the annual Archstoyanie summer festival is taking place. Tickets for this event are sold separately and far in advance. Where to sleep Sleeping in Nikola Lenivets is a healing experience: there’s incredible silence and stars like a million candles from above. The online booking form is straightforward and in English. If you decide to come for the weekend, make sure to book in advance because it tends to get very busy, especially in the warmer months. If you book an accommodation at Kazarma hostel, keep in mind that the staircases are tiny and narrow, so bulky backpacks and suitcases will have trouble fitting through. Also, hot/cold showers, as well as toilets, are available only in the Koltsovo guesthouse. During the summer months, you can stay in the Klever or Pizhma houses with electricity, but they have no bathroom and you can only take an outdoor shower in the nearby wooden building. Bringing your own tent or renting one is also an option. Alternatively, you can opt for spending the night in the city of Kaluga, which is about a 90 minutes drive from Nikola-Lenivets. With a population of 500,000, there are plenty of hotels and apartments in Kaluga, as well as bars, restaurants and cafes. We strongly recommend this option for those who like a comfortable night’s sleep after a long day of outdoor fun, as well as guaranteed running hot/cold water, a bathroom and electricity. Getting around If you have more than one day, then it is possible to see everything on foot. But if you’re pressed for time, we recommend bringing your bike or renting one at the park in order to make sure you see everything there is to see. Eating Best to pack your own picnic or bring a barbecue set. If you don’t want to carry around extra weight, you can refuel at the scenic lakeside Ugra Cafe or the Ferma salad bar during the summer months. Both places offer local seasonal produce, so the food is super fresh but the variety can be rather limited, and prices don’t differ much from Moscow cafes, especially during the Archstoyanie festival. The Koltsovo cafeteria is open all year around from 9 a.m. till 9 p.m., yet the food is mediocre and not very healthy (heavy mayo etc.). What to bring You can bring your own food and barbecue set, but please respect Mother Nature and clean up after yourself. Having your own bike and tent is better than trying to rent these at the park because during summer months they tend to go fast. Insect repellent is always a good idea and, of course, bring plenty of water as well as sunblock. The weather in summer can be somewhat unpredictable so bring a change of shoes, an umbrella and warm clothing. Needless to say, a good pair of walking shoes is a must. Payment For accommodation, bike hire, parking, local excursions and a meal at Ugra Cafe you can pay with card. To pay for other services you need cash. The nearest ATM is in Kondrovo (27 km from Nikola-Lenivets). Other useful information Maps with tourist routes are sold at the reception desk for 100 rubles. Cell phone reception varies depending on your telephone operator, but be prepared to be left disconnected in most of the village. Wi-fi, however, works reasonably well in some places and if you climb up to the top of some art works your telephone might catch a signal. Nikola-Lenivets also offers volunteering projects, and the details can be found on the park's website. The park is pet-friendly but make sure your furry companions are on their best behavior so as not to disturb others.
• Leeds 10-7 Hull FC• Ryan Hall scores 250th career try in Rhinos victoryFor Leeds, if there is to be a trophy at the end of Danny McGuire’s farewell tour in a Rhinos shirt, these are the moments which could get them a long way towards sending their captain off into the sunset with something to savour.Leeds have fluctuated between the sublime and precariously out-of-sorts this season, yet following this narrow victory they are already guaranteed a top-two spot heading into the Super 8s. This was a performance certainly ranking in the latter of those categories. Continue reading...
Kris Osborn Security, And why it won't be retired soon. Many lawmakers, observers, veterans, analysts, pilots and members of the military have been following the unfolding developments regarding the Air Force’s plans for the A-10. Citing budgetary reasons, Air Force leaders had said they planned to begin retiring its fleet of A-10s as soon as this year. Some Air Force personnel maintained that other air assets such as the F-16 and emerging F-35 multi-role stealth fighter would be able to fill the mission gap and perform close air support missions once the A-10 retired. However, a chorus of concern from lawmakers and the A-10s exemplary performance in the ongoing air attacks against ISIS – has lead the Air Force to extend the planned service life of the aircraft well into the 2020s. Despite the claim that other air assets could pick up the close air support mission, advocates for the A-10 consistently state that the platform has an unmatched ability to protect ground troops and perform the close air support mission. Known for an ability to keep flying after taking multiple rounds of enemy machine gun fire, land and operate in rugged terrain, destroy groups of enemy fighters with a 30mm cannon and unleash a wide arsenal of attack weapons, the A-10 is described by pilots as a “flying tank” in the sky -- able to hover over ground war and provide life-saving close air support in high-threat combat environments. “It is built to withstand more damage than any other frame that I know of. It’s known for its ruggedness,” A-10 pilot Lt. Col. Ryan Haden, 23rd Fighter Group Deputy, Moody AFB, told Scout Warrior in an interview. The pilot of the A-10 is surrounded by multiple plates of titanium armor, designed to enable the aircraft to withstand small-arms fire and keep flying its attack missions. “The A-10 is not agile, nimble, fast or quick,” Haden said. “It’s deliberate, measured, hefty, impactful calculated and sound. There’s nothing flimsy or fragile about the way it is constructed or about the way that it flies.” A-10 Thunderbolt II, affectionately known as the Warthog, has been in service since the late 1970s and served as a close air support combat aircraft in conflicts such as the Gulf War, Operation Enduring Freedom, Operation Iraqi Freedom and Operation Allied Force in Kosovo, among others. Having flown combat missions in the A-10, Haden explained how the aircraft is specially designed to survive enemy ground attacks. Read full article
Данный материал — перевод статьи за авторством Matthew Heusser, Managing Consultant в Excelon Developmen. Редактура — Ирина Махмутова. Почему руководство не принимает agile и что вы можете с этим сделать Первый в моей практике переход в agile имел полную поддержку высшего руководства компании. Топ менеджмент обеспечил финансирование всех необходимых тренингов, инструментов и консалтинга. Руководители провели встречи со всеми сотрудниками компании, на которых разъяснили новый подход к работе и то, как изменятся документирование, разработка и структура команд. Правда была одна странная штука: проектные планы, управление портфелем и бюджетирование должны были остаться прежними, не говоря уже про HR и финансы. С тех пор я слышал эту историю много раз, разница была только в деталях — что именно должно было остаться неизменным. При этом все (за исключением может быть пары executives)) согласно кивали. Наши топы часто тратят уйму времени и денег на agile, но при этом дискредитируют инициативы, которые продвигают. Это не просто частая проблема; это практически всеобщая проблема, а всеобщие проблемы склонны иметь системные причины. Я приведу пять самых распространенных причин, почему топы не получают agile — и что с этим делать. Enterprise Agile: Поторопитесь ускориться быстрее Читать дальше →
«России нужно перенимать успешный опыт в IT, а не искать свой путь». История чешского айтишника, переехавшего в Россию
Российские компании могут по упрощенной схеме взять на работу высококлассного IT-специалиста из-за рубежа. Однако экспатов становится все меньше. Hi-Tech Mail.Ru рассказывает об иностранных айтишниках, которым нравится жить и работать в России. Новый сюжет — о чехе, который считает, что русским мешает жить принцип «кто сильнее, тот и прав». Ондржей Грих, 44 года Родился в чешском городе Оломоуц. Ведущий эксперт департамента инноваций и технологий банка «Хоум Кредит», занимается архитектурой IT-систем, работает в рамках agile-команды О выборе В Россию меня позвал коллега, который предложил развивать область потребительского кредитования. Это было больше десяти лет назад. До этого я работал в технологическом и IT-консалтинге, телекоммуникациях. Работу в России я ощущал как что-то новое, что может уже не повториться. Перед полноценным переездом компания устроила мне две пробные недели в России. За это короткое время я успел познакомиться со средой, командой и самой компанией. Хотя перед поездкой я все равно хорошо подготовился и узнал информацию о России. Прочитал много текстов в интернете, поговорил с коллегами, которые тогда работали в России. Их опыт и мнение были очень полезны, особенно в самом начале пребывания в стране.