My then-teenage daughter and I went to a new restaurant. It was empty apart from the manager. We were told to find ourselves a table, so we sat in an attractive area sort of like a small stage. No waitress came by for 10 minutes, so we decided to visit the restroom; there was just one, with one toilet. But a woman rushed in ahead of us, carrying a bundle of clothes. Several minutes later, when she reappeared, we realized this was our waitress—arriving late and pushing us customers out of the way so she could change. OK… We each used the restroom and returned to our table. But it was not our table anymore. Along came the manager to explain she needed to set aside the stage-like area for a very special group. My daughter and I had already been debating whether to stay or leave. We stayed only because we were very hungry and worried that we’d have to start waiting all over again if we tried a different place. We were led to our new table: a lonely little table in the hall leading to the toilet. I was ready to get out of there, pronto, but my daughter spotted her favorite meal on the menu. But after another 15 minutes, with the lone waitress not appearing, we both shook our heads and got up… Oh, here’s the waitress! We ordered. Fifteen minutes later, no food. We got up again and exited past the stage-like area, which was just as empty as it had been when we were ejected. The very special people had not arrived—so (had we been served) we could have enjoyed our meal right there. We did find food elsewhere. The first place closed in less than a month. Good riddance! what can you say about the dad? Pick the correct answer from the following options: - he is cheap - not enough information - he is not patient - he loves his daughter
he loves his daughter
Chloe's house reminded Paul of a cross between a used bookstore, a computer repair shop, and a college dorm. A wall of bookcases dominated the living room, each shelf crammed with two, sometimes three layers of books, videotapes, CD's and DVD's. More stacks of books and magazines stood in every corner. Paul was certain they would have taken over all the other flat spaces as well, were it not for the half-assembled computers and three dusty old monitors occupying the coffee table, end tables, and everything in between. The only semi-open spaces were the two couches that faced each other from across the room. A large red and black checkered blanket covered one of them, while the other was cracked but still serviceable brown leather. Thrift store purchases both, Paul thought. "The computer stuff belongs to one of my roommates," Chloe said. "She's always fiddling with those things to get better performance or whatever. The books are mostly mine or my other roommate, Kurt's. Come on into the kitchen and we'll rustle up a sandwich." Paul followed her back into the open kitchen area, which (given that he was ostensibly here to have lunch) he was relieved to see was clean. There was clutter in there certainly, but no dirty dishes or leftover foodstuffs appeared in evidence. Along the left wall was a cheap, plastic patio table with long wooden benches on each side and miss-matched chairs at either end. Newspapers, books, and a laptop occupied most of its surface area, but the end closest to Paul seemed clear enough to see actual use as a place for dining. "Is peanut butter ok?" she asked, motioning him towards one of the chairs. "Sure," he said and sat down at the table. As she started to prepare a couple of peanut butter sandwiches on white bread she said, "So, tell me Paul, why are you getting fired tomorrow?" Who belives Paul is being fired? Pick the correct answer from the following options: - a roommate of Chloe's - Chloe - not enough information - Kurt
Chloe
Q: 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... Who wants the Ubuntu community to work together on projects? Pick the correct answer from the following options: - The teams - not enough information - The roadmap - The narrator

A: The narrator