It will come as no surprise to those working in the UK’s higher education (HE) sector that universities are currently suffused with anxiety. The University and College Union (UCU) has recently been in dispute with employers over proposed changes to the USS pension scheme, and the most sustained period of industrial action in the sector’s history has highlighted the fears staff have for the security of their futures post-retirement. Such unprecedented strike action needs to be situated within the wider context of a public sector undergoing transformation: while the concept remains contested, the influence of “neoliberal” ideas on universities can most clearly be seen in Success as a Knowledge Economy – the government white paper that preceded the 2017 Higher Education and Research Act – which states: “Competition between providers in any market incentivises them to raise their game, offering consumers a greater choice of more innovative and better quality products and services at lower cost. Higher education is no exception.” Yet what might “raising our game” mean for academic staff? The university has been described as an “anxiety machine”: the creeping marketisation of the sector along with pressure to recruit students (now “consumers”), increasing managerialism, and the implementation of processes of audit – such as the REF and TEF – to evaluate performance have arguably contributed to a progressively anxious landscape in which to labour. In 2016/17, 34% of academic staff were employed on fixed-term contracts – a figure likely to be disputed by the UCU, since in 2016 it estimated the extent of casualisation in the sector to be closer to 54% once atypical contracts had been taken into consideration. In addition to pressures facing many staff in universities – such as time-management, meeting growing employer expectations, and the evaluation of performance – “casualised” contracts present particular challenges for those facing employment uncertainty: in a material sense, this can be a case of keeping up with... Question: The strike will likely last Options: - 1 year   - not enough information   - 2 weeks   - 6 months === The correct answer is
2 weeks

(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: Who wants the Ubuntu community to work together on projects? Options: - The teams   - not enough information   - The roadmap   - The narrator === The correct answer is
(Answer)
The narrator

Ques: Jimbob Blakey wasn't so much given birth to as clambered right out of his mother himself. He weighed in at almost thirteen pounds, came ready-fitted with a shock of fat black hair and a couple of razor teeth. Jimbob's folks loved him like most folks love their little ones, maybe more. They'd been trying so hard for a child, suffered more mid-term miscarriages than the ewes they shuttled off to market most Thursdays. They dressed him in a one-year babygro and took him home to their hill farm. They fought to get up nights and give him his milk. His teeth made breast-feeding impossible. They sat hours gazing down in his cot. They dressed him fine and took him to their church and gave their thanks. Showed him off like the proud parents they were. Others cooed and smiled. But they never asked to hold. They gave thanks the Blakeys were happy, and that the monkey-baby had not been born to them. Jimbob's folks never gave a second thought that their boy might be different. The first Spring he walked, he stomped the moors in his welly-boots helping herd the pregnant ewes down in-by. He copied his father, kicking and cuffing at the stragglers, when the flock was returned to the hills in May. As Jimbob grew, his hair became thicker, his arms longer. His head shrunk down on his shoulders. At check-ups, nurses fixed smiles and pronounced him healthy. Doctors said, 'he'll make you a strapping lad.' His mother smiled, her heart swelled. When he was three, she sent him to nursery. She wanted him to mix with other kids. To taste life off the hard hills. She said, 'it'll do him the world of good.' Jimbob hated leaving the farm. He clung to his mother. She drove away, blinking tears. On the third day, she took a phone call. 'It's Jimbob,' they said. 'He's scaring the other kids.'The truth hit Jimbob's mother like a hammer. Question: What did Jimbob's mother do after the nursery called? Options: - not enough information   - She told him to get along with the other kids more.   - She picked him up   - She scolded the nursery for not integrating him more. === The correct answer is
Ans:
She picked him up