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Participate in the Brunch Run 5K & Walk regardless of where you're located!
Imerman Angels has a Strava group specially designed for the Imerman Angels Brunch Run 5K & Walk. We encourage you to be part of our Club in order to share your training and progress with our Imerman Angels community. You may participate and be part of our team regardless of where you are! Whether you're a Virtual Participant or at the event itelf, our Imerman Angels Strava group will bring together all participants to create our Brunch Run community!
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POC Crane Kypärä, matt black (2020)
30 päivän avoin kauppa Ilmaiset palautukset
ILMAINEN TOIMITUS pienemmile osille YLI 99 €6
40 000 tuotetta 600 merkkiä
Valitettavasti tuoteselostetta ei ole tällä hetkellä saatavilla suomeksi.
The lightweight Crane, which has already won an award, consists of a resistant EPS plastic core with two different densities. The stiff outer shell absorbs hard impacts while the inner liner provides high comfort and safety. The Crane has a considerably thicker shell than conventional In-Mold helmets and with its size adjustment system ensures optimum support, comfort and safety.
Progressive core
POC's new progressive core (Pro Core) combines two densities. With a stiffer outer part of the liner and a softer portion on the inside, the helmet becomes exceptionally durable on the outside and well suited to deal with higher energy impacts, while the softer inner layer provides protection for lower energy impacts. The two layers also work together to give a progressive stop of the head in case of an impact.
Size-specific weight: XS-S: 51-54 cm (295 g), M-L: 55-58 cm (305 g), XL-XXL: 59-62 cm 380 g)
- Progressive Core, EPS plastic core with two different densities
- Extra hard outer shell
- Generous ventilation
- Precise size adjustment system
- Straps cast into the liner

subset: commoncrawl


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Cote d'Azur, Sicily, Great Greece
Tour of Italy
7 days by air
Day 1: Milan - Como - Lugano - Milan
Concentration at Macedonia airport and flight to the capital city of Lombardy, Milan. Arrange in the hotel. We will visit the beautiful lakes Como and Lugano. Return to the hotel, rent.
Day 2: Milan - Verona - Venice
We will admire the magnificent cathedral, Vitorio Emmanuelle, Scala Theater and Sforza Castle. In Verona we will visit the house of Romeos and visit the house of Romeo and Juliet, their graves and the arena. We continue to Venice. Arrangement at a hotel in the area in Mestre, distribution.
Day 3: Venice
In Venice, in the "Doge Town", which is built on 119 islands, surrounded by scenic canals and joined by small bridges, we will have the chance to admire St. Mark's Square, the homonymous church, the magnificent bell tower, the Mauritanian tower, the Doge's Palace, and the Bridge of Sighs. Return to the hotel, rent.
Day 4: Venice - Florence
In the city of Medici and the Renaissance, Florence, we will visit the beautiful Cathedral of Our Lady of the Flowers with the dome of Bruneuski, the bizarre of Giotto, the baptistery, the Sinioria, the Vecchio palace and the Ponte Vecchio. In the Pantheon of Florence we will see the graves of Machiavelli, Michael Angelus, Frenchman and others. Arrangement in a hotel in the area, distribution.
Day 5: Florence - Pisa - Rome
Departure for the famous Pisa. In the beautiful "Wonder Square" we will impress the cathedral, the baptistery and its famous inclined tower. We continue for the eternal city, Rome. Arrange in the hotel. Time free, distribution.
Day 6: Rome - Vatican
In the city-symbol that has never ceased to fascinate every visitor we will see: the catacombs, the Aurelian wall, the Vatican, the St. Peter's Basilica, the Venetian palace with the monument of the unknown soldier, the Capitol Hill, the Roman markets , the prison of the Apostles Peter and Paul, the column of the Trajan, the huge Colosseum, the Arch of Constantine, the Palatinus hill, the Tiber River, the Tiverina Island, the Agios Angelos Castle and the Trevi Fountain. In the evening we will occasionally visit one of Baroque city squares. Distribution.
Day 7: Rome - Thessaloniki
Time free. Transfer to the airport for return flight to Thessaloniki.
1. Air ticket.
2. Accommodation in hotels category A and B (3 * and 4 *).
3. Half board.
4. Tours of the program.
5. Transfers to and from the airport.
6. Head of the office.
7. Liability insurance.
Airport taxes, entrances to archaeological sites and museums, optional events and not referred to as a benefit.


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Saddle Up ButtercupShop now
Magnolia Mornings Co.
Welcome to Magnolia Mornings Co. We are a Christ Owned Business and give God all the Glory. We design and create graphic tee shirts with a Western & Gypsy Inspiration. Thank you for stopping by and please let us know if you have any questions.


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Tag : Target Boycott
Tuesday, Aug 4, 2020Last Update:5:22 AM EDT
title : Target Transgender Bathroom Controversy: Christian Leaders Call for Continued Boycott of Retail Chain
summary : Christian leaders have urged Americans to continue boycotting Target over the retail chain's refusal to drop its transgender bathroom policy and failure to protect women and girls from sexual predators.
date : Aug 24, 2016 11:59 AM EDT
title : Target Shunned by 1.2 Million due to Fear of Peeping Toms, Transgender Bathrooms and Dressing Rooms
summary : One of Target's frequent public statements is that they want customers "to have a great experience every time they visit the chain's stores." But after the large retailer announced in April its locations will allow people to choose which bathrooms and dressing rooms they want to go into, based on the gender they identify as, rather than their birth sex, more than 1.2 million consumers are pledging to avoid the stores altogether. Some estimates indicate Target's corporate financial worth has decreased by $1.8 million.
date : May 10, 2016 10:11 PM EDT
title : Target Boycotted Over Transgender Restrooms By American Family Association
summary : Transgender public restrooms are a dangerous, new policy, asserts spokespeople of the nonprofit American Family Association. Due to that stance, the association's leaders Friday called for a boycott of Target, after representatives of the consumer retailer announced they will be allowing "transgender team members and guests to use the restroom or fitting room facility that corresponds with their gender identity."
date : Apr 22, 2016 10:31 AM EDT


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Turkey`s FM Babacan leaves for Ukraine
09:47, 17 April 2008World
471 0
To attend the 18th meeting of OBSEC foreign ministers council
Turkish Foreign Minister Ali Babacan left for Ukraine on Wednesday, according to Turkish Press.
Babacan will attend the 18th meeting of foreign ministers council of Black Sea Economic Cooperation (BSEC) in Kiev on Thursday.
He will also hold talks with foreign ministers of BSEC member states during his visit to Ukraine.
If you see a spelling error on our site, select it and press Ctrl+Enter


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IT is less than two weeks to Nigeria's two-legged 2017 Africa Cup of Nations qualifying fixture against Egypt and of Watford, has yet to overcome the goal drought he has been experiencing since January.
Ighalo, who has scored 14 goals in the English Premier League between August and December 2015, has failed to score in the league this year, raising doubts about his ability to play his role as the Eagles' main goal-scorer against Egypt.
Going by the stance of the interim Eagles coach, Samson Siasia, who has said players' performance in the previous national team assignments and club form would not count, it seems the lead striker role would be open to the likes of Fanendi Adi of Portland Timbers, USA, and Chisom Chikatara of Abia Warriors.
Adi, who just got invited to the Eagles for the first time, has been in fine goal-scoring form in the US' Major League Soccer, having helped his club win the MLS Cup in December, scoring 18 goals in the process.
On the other hand, Chikatara, who was the third highest goal-scorer in the Nigerian league last season, with 15 goals, shot to prominence at the Rwanda 2016 African Nations Championship, where he established himself as a slick goal poacher.
According to Siasia, only players who show "ferocious form" during the training for both games will see action. This means other forwards who were invited for the games such as Ahmed Musa of CSKA Moscow, Moses Simon of KAA Gent, Victor Moses of West Ham United, Aminu Umar of Osmanlispor FK, Aaron Samuel of CSKA Moscow, Alex Iwobi of Arsenal FC and
Godwin Obaje of Wikki Tourists, equally have the chance of playing major roles in the Eagles' attack.
Ex-international, Garba Lawal, told our correspondent on Friday that Ighalo's current goal-scoring form wouldn't matter when the Eagles face Egypt because the coach, Siasia, has invitedother strikers who can also lead Nigeria's attack.
Lawal said, "Did anybody know that Ighalo will score 14 goals in the English Premier League? That is football for you. Sometimes things don't work out for you. Every striker wants to score goals. I believe Ighalo will come back and score goals. It is left for the coach (Siasia) to choose the players who will make up his team.
"He has Chikatara in the squad; he has Adi and others. If he decides to use mainly home-based players, there is no problem with that. The important thing is for us to score goals and win the games. It does not matter who plays. Those two games are very important and it is not going to be easy because the Egypt national team are a strong side."
Similarly, another former Eagles midfielder, Friday Ekpo, believes Ighalo will improve before the games against Egypt.
He added that the other strikers invited for the fixture were also equal to the task of scoring goals for Nigeria.
"It's a pity that Ighalo has not been in goal-scoring form recently. It is a cause to worry about but it has to be understood that the English league is different from other leagues. I believe he will get back to form and continue to score goals again," Ekpo said.
"If he does not score against Egypt and others score, we will still appreciate him. It doesn't really matter who scores. The important thing is playing well as a team and winning the games."
Meanwhile, Siasia has challenged the home-based players, who are already in the camp, to show they can be relied on in crucial games.
Siasia was apparently unimpressed by the performance of the players after they played a goalless draw against Nigeria National League side, Katsina United in a friendly game played inside the main bowl of the National Stadium, Abuja, on Thursday evening.
"We have to step up our commitment level and show more seriousness," thenff.com quoted Siasia as saying.
"I am yet to see that hunger in all of you in all the friendly matches we have played so far since we opened this camp. We are facing Egypt in about two weeks and we will not stand any chance against them if we do not change our attitude.
"How can we, the Super Eagles, play against this NNL team and fail to create one clear-cut goal scoring opportunity? If we cannot create chances in this kind of games, when and where will we be able to create them? I know we are far better than this performance and will improve but we have to do so very quickly because there is no time."
Since opening camp last Sunday in Abuja, the Eagles home stars have played three friendly games, two of which were against the 2016 Rio Olympics-bound Nigeria U-23 team and in all three games, they have scored twice and conceded twice.


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Design Service
Working with qualified design consultants
Working with a qualified design consultant we work together with our customers and design their interiors according to their lifestyle and budget. We believe that a stylish interior isn't necessarily achieved by using expensive furniture and fittings. We encourage our customers to focus on the main essentials and less on decorative details, which can be changed over time Our projects have varied from single room refurbishment to remodelling an entire house as well as home staging for customers who are thinking of selling their property.
We look forward to helping you
We look forward to helping you with any enquiry you may have and will guide you through each stage of the process - whether that is selecting the right fabrics or the appropriate design for your individual needs.


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Jefferson City dealership hit by tornado expects yearlong recovery
JEFFERSON CITY - After almost one month of the tornado recovery, some damaged businesses in Jefferson City are back into normal operation.
One local car dealership that hit by the tornado has moved from their original location to a new place.
Carey Riley, the co-owner of the Riley Auto Group, said his family first started the business in 1936 in Jefferson City.
"We had little over 750 vehicles totaled by tornado and are not repairable," he said.
Riley said their plan for recovery is to keep their General Motor Store at the new location while they are rebuilding the damaged store.
The Office of Administration said they are still working on assessing the damage costs at the Missouri State Penitentiary.
"We are still accessing the site and have not yet made a determination about how to move forward with the MSP," said Brittany Ruess, director of communication for Missouri Office of Administration.


text: A beautiful and petite Engagement Ring! This engagement ring is set with a full 1.00 carat Brilliant Oval Cut Siberian Ice Lab created diamond center stone D in color and virtually FLAWLESS in clarity in a Solid 14k white or yellow gold accented cathedral halo designed setting that is quality marked and polished to perfection. This mounting is beautifully accented with 38 pinpoint set brilliant round cut Siberian Ice created diamonds totaling .42 carats in all.


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Drama Ministry
The Drama Ministry is a growing and dynamic branch of the Music Ministry. We believe drama is a powerful form of communication that can be used to illustrate, challenge, confront, entertain, and inspire. The Drama Ministry regularly contributes to worship and presents special programs and full-scale plays and musicals throughout the year. Past offerings have included You're a Good Man, Charlie Brown, All I Really Need to Know I Learned in Kindergarten, Nunsense and Nunsense II: The Second Coming, Broadway Prayers, and Broadway Prayers II.


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Beginning from the discovery of his fetishes and desires to the reality of living under his Dominant Leather Queen, this book provides in three sections the growth, development, and blossoming of a slave from his fantastical daydreams to the explorations of his inner psyche as he serves and suffers under his Mistress.
Click here to view more information about how this book will be organized.
Click here to look at some of the excerpts from this book, made available exclusively from this site.


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HomeBrushes and Painting ToolsBrushes by ShapeFlat BrushesRobert Simmons White Sable Brushes
Robert Simmons White Sable Brushes
click image to zoom in
White Sable Brush Set of 3
Current price:
Robert Simmons pioneered a revolution in synthetic brushes, creating a unique blend of filaments that perform so remarkably like pure red sable that they earn the name "White Sable." Simmons's White Sable brushes offer superb point and spring at a fraction of the cost of red sable. The ...
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Have People Lost All Morals And Honesty?? « Work the Dream.
The person who wrote this blog lives with disabilities with strength and courage and grace. She is someone I admire greatly. She discovered a story about people who scam the government out of disability payments. The problem with people who are not disabled getting disability is that they take the needed benefits away from someone who truly needs it. This is worth reading.


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I may be single,hopefully not lonely, this coming 14th but I have to make sure that I'm still feeling and not reeling the love month so I decided to activate my nail art skills,lol. I'm not a pro but at least I did well….My nails are so ready for V-day… at least.. 🙂
Tag Archives: happy
Day 10- Songs you listen to when you are Happy, Sad, Bored, Hyped, Mad
My choice kinda varies depending on my mood..so let's see…
When I am happy, I love listening to KPOP music..some of my favorites
BIGBANG-SUnset glow
2ne1- FIRE
MCR- Disenchanted
I love listening to CHristmas Songs: weird right
Jackson harris-Go Crazy
2ne1-I am the best
bigbang-gara gara go
Lily Allen-FU
Hiding those imperfections…
My mom would always scold me for wearing a lot of make up at my tender age of 20. She told me that I shouldn't have to wear make up especially if I am inside our house. Well, I think my mom has a point since I do put on make up without proper care and knowledge about it, I don't even use sunblock or primers and could lead into some damaging problems in the future.
I do love my face and that is the reason why I would want to put on some make up since I want to hide all the imperferctions there by covering them by bright colors and by redifining all the features in my face by make up manipulation.
Well… I think, I do have lots of inhibitions that I wanted to let go since they seem to push me to do crazy things and stuff that I know would not be good for me.
A lot of people are also telling me about my body and that I need to go on a diet since I am getting too fat and that would not be good for my health. I am trying my very best to avoid my addiction with foods but I know that it wouldn't be easy and I am taking it step by step. Eating too much had been part of the way I ama nd it is very hard to change it but I must do it because of some personal reasons(well, I say it would be for love …love). bwahahaha..
So much for today.. HAppy weekends..!!
It's already Christmas..Hep2x Hooray!!
Let the spirit of Christmas lives in our hearts not just for this day alone but for the rest of our lives…
We have to put in our minds and hearts that this is the day that the Saviour himself started His journey towards our salvation.
Happy Holiday Guyz…


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Press Release
|<< Back
Jack in the Box Inc. Receives Highest Rating for Corporate Governance
Institutional Shareholder
Services ranks company highest
SAN DIEGO--(BUSINESS WIRE)--April 20, 2004-- Jack in the Box Inc. (NYSE: JBX), operator and franchiser of Jack in the Box(R) and Qdoba(R) Mexican Grill restaurants, has received the highest corporate governance rating among its industry peers, according to Institutional Shareholder Services Inc. ("ISS"), a leading provider of proxy voting and corporate governance advisory services. In addition to outperforming all companies in the S&P "Hotels Restaurants & Leisure" industry group, Jack in the Box Inc. topped 99.7 percent of all companies in the S&P 600 Index.
"The reputation of a corporation is becoming increasingly important to all of its stakeholders," said Robert J. Nugent, chairman and CEO of Jack in the Box. "In addition to reflecting the operating philosophies of our board and management, ratings provided by organizations like ISS can be referenced by insurance underwriters for determining risk/premium relationships for D&O and other corporate insurance, by executive and board search firms for evaluating individual prospects, and by corporate consultants, investors, analysts and legal advisors for insight into industry benchmarks and company best practices. As an example, Fitch Ratings announced last week the use of ISS' Corporate Governance Quotient as a metric for determining a company's credit quality."
ISS developed the Corporate Governance Quotient ("CGQ") as a rating tool to assist institutional investors in evaluating the quality of corporate boards and the impact their governance practices may have on performance. Ratings are calculated on 61 measures in eight core categories: board of directors, audit, charter and bylaw provisions, laws of the state of incorporation, executive and director compensation, qualitative factors, ownership, and director education. Companies are scored individually and ranked relative to their industry and peer group.
Along with the high ISS ratings, Jack in the Box has received other accolades for its corporate governance program. Last year, The Corporate Library Board Analyst awarded Jack in the Box "A" ratings for board effectiveness and best practices -- its highest possible grades. And in 2002, Investor Relations Magazine recognized the corporate governance practices at Jack in the Box as the best among small-cap companies, which included all publicly held U.S. stocks with a market value of $2.5 billion or less.
Jack in the Box Inc. (NYSE: JBX) operates and franchises two restaurant chains, Jack in the Box(R) and Qdoba Mexican Grill(R), in 32 states combined. Jack in the Box is the nation's first major drive-thru hamburger chain, with more than 1,950 restaurants, and Qdoba Mexican Grill is an emerging leader in fast-casual dining, with more than 130 restaurants. Based in San Diego, Jack in the Box Inc. has more than 45,000 employees.
CONTACT: Jack in the Box Inc. Brian Luscomb, 858-571-2229 firstname.lastname@example.com www.jackinthebox.com SOURCE: Jack in the Box Inc.


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They married in a secluded part of the woods, just Aimee, Melba and their two dogs [Zoe the lab and Moosh, the Shiba mix] before they bought together a handful of their family friends for a reception.
We are pretty much homebodies, mostly because we have three senior dogs and an evil cat to look after. Our lives revolve around them for the most part. Aimee is a locomotive engineer, and Melba is a project manager at an ad agency. You can usually catch us wrapped up in dogs on the couch watching The Office or Friends any night after 9 pm. Once in a blue moon, we will go out to catch a movie or go to a dog event on the weekends. We also love to get drinks now and then with friends. Whatever we do, we love being in each other's company.
We have been together for about 2.5 years, and we've been married for two months. Though, we go way back. We met, coincidentally, at a dog park through mutual friends seven years ago. There isn't much that doesn't have to do with dogs in our lives, and we wouldn't have it any other way.
Aimee proposed to Melba at our favourite place in the world, Rockport, MA. We'd been on vacation to Salem, MA back in October of 2017. We ended up staying at an Airbnb in Rockport, a neighbouring beachfront town. We instantly fell in love with the homes, people, and breathtaking views.
We were exploring the day we arrived and stumbled across the Dawn Avenue footpath at the very tip of Rockport. We walked all the way down to the water across these massive rocks. It was amazing. Aimee had been trying to figure out how to propose for a while, and as soon as she saw that spot, she knew that was it.
We both loved it so very much.
About a month later we planned another trip there for my birthday. Aimee brought her back to that exact spot on her birthday afternoon. We set up a camera and joked around and played. We were doing little skits back and forth with one another. Melba was bouncing around as usual. Aimee told Melba to propose to her, which she did as funny as possible a few times. Then, Aimee reached into her jacket and announced that THIS is how you do it. She got down on one knee and asked 'will you marry me?'. It was small and perfect and one of the best moments of their entire lives.
We went back and forth a bunch trying to figure out how we wanted to get married. We knew we wanted to keep it somewhat small. Then one of our families tried to take over the whole event stressing us out like crazy. We decided to get married, just the two of us, for the sake of our sanity.
We love simplicity, and we love pink! We also didn't want to spend a tonne of money. We absolutely love our photographer's [Tash] style of shooting. It's exactly what we wanted. We chose a lot of woodsy colours and vibes to match Tash since our biggest priority was photos.
Our wedding morning started with our senior Labrador falling into the inground pool that had a solar cover on it haha! She was fine, but our friend Adam had to jump in to rescue her. She was extra happy when she was rescued. We had a 100-pound wet dog for the first half of the day. Besides that, everything else went smoothly.
Melba was the most beautiful Aimee have ever seen her.
We did a "first look". Aimee was floored – she's normally a pretty anxious person, especially at big events, but as soon as we took our place under that arbour, the entire world disappeared. All she could think was how in the world she had tricked her into marrying her. She thought back to our journey and all the amazing things we would go on to do from that point forward.
I stood there imagining how awesome of a story I will have to tell our future kids. There isn't a feeling in the world like it. I will carry that with me forever.Aimee
To us, marriage means that we're home. It means that we've made it. Our long schlep is over. No more figuring anything out, no more searching, no worrying about where you might end up or who you might end up with. No more craziness and no worrying about ever having to face the world alone.
It's the ultimate forever home.
It's being able to unpack all the boxes and throw them away for good. It's ultimate security. It's the most important promise, not only to each other, but to yourself – that you will always love and respect and communicate. That you will grow into each other and learn along the way. Change with one another. Never stifle. To just, all in all, be grounded. To cherish and respect what you have built together and to never do anything to damage what you are lucky enough to have found.
Cupcakes Sugar Sweet Sunshine Bakery, NY | Catering The Butcher Block, NY | Celebrant Jacob Centrone [friend] | Rings Marken's Jewelers, Iz & Co | Photographer Natasha Shapiro | Reception Venue Maggie Mae's, Sunnyside, NY | Suit Bindle & Keep | Gown David's Bridal


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Agar Agar is a vegetarian gelatin substitute produced from a variety of seaweed vegetation. It is sold in health food stores in both flake and powder varieties, and can be used in a variety of dairy-free and vegan recipes as a stabilizing and thickening agent for custards,puddings,sauces and even vegetarian marshmallows. [Definition pulled from Dairy Free Cooking] Fun fact: The package above is what my mom uses and I didn't even know that was agar-agar until I actually read the packaging one day!
Crème Caramel Custard (Vegan and Egg-Free) does require some ingredients like organic cane sugar and soy margarine but if you don't care to make it vegan you can probably just substitute it for what you have.
Strawberry Daiquiri Agar Gel Cubes sounds so interesting that I had to look at how to make them! This is the kind of recipe that you want to make if you want people to talk about them all night. These are alcoholic but I feel that you can substitute the alcohol for lemonade.
Homemade Vegetarian Marshmallows are something that I had the chance to try when it was a co-workers birthday and it was so good! I have had marshmallows before but they were okay or too chewy, vegetarian ones are amazing, light, and easy to chew.
-The Mermaid Network


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The Rockridge Muse, by Ortrun Niesar
Last month, Patricia Bracewell's first historical novel, "Shadow on the Crown," the story of 11th-Century Emma of Normandy, was launched with great fanfare and a reading at Diesel Books. Reviews have been mostly in the 4-5 star category and Patricia is "over the moon" happy.
A Writer's Journey
Patricia spent her early years in Southern California, graduating from UC Santa Barbara after majoring in English literature. She eventually moved to San Mateo and took a job teaching English at Mercy High for Girls in Burlingame. She and husband Lloyd settled in Rockridge in 1984 where they raised their two sons, Andrew and Alan. Being a mom came first, but Patricia also worked at Herrick Hospital and took UC Extension classes in short-story writing. Along the way, she had two magazine articles published, one based on her hospital experiences. Then, a hiatus, as Patricia raised her kids. She never stopped writing, though. Constantly improving her skill, she took workshops when she could with such wonderful local instructors as essayist Elizabeth Fischel and others. Two other little pieces were published along the way, but a couple of little essays do not a professional writer make.
From Romance to History
In 1999, Patricia found herself dreaming of writing fiction, romance novels, to be specific, the kind found at the Safeway checkout counter. She joined Romance Writers of America, writing "The Long Road Home," set in Canada at the Lloyds family ranch, as a first effort. An admirable effort, but when the rejection letter arrived, it included such comments as "plodding," and "not dark enough," "sorry," but also, "good writing." Patricia tried her hand again. The plot this time involved a house swap romance between here and Cambridge. All that mushy stuff again and no takers. Not gritty, definitely not dark enough.
It was time to change direction. Patricia had always had a keen interest in English history, and the Cambridge caper presented the opportunity to visit the Cambridge libraries. In 2001, she ran across an astounding heroine, mostly untouched by other authors: Emma of Normandy. This amazing 11th century woman who became a queen had the right mix of dark and dangerous allure for today's audiences who have had more exposure to PBS and historical novels.
Patricia took a year to immerse herself in Anglo-Saxon history and to travel to England, Normandy and Denmark. She refined her writing style, aiming for a blend of non-fiction and fiction writing suitable for an historical novel.
The first draft of the budding novel emerged in 2007, followed by rewrites in 2008 and 2009. Imagine our author penning away in her Rockridge garret for three years – words dropping like rose petals.
Understanding Her Heroine
I was curious to hear how much our writer identified with her heroine Emma. Patricia admitted that her own life experiences as a woman did help to shape and deepen her understanding of her character. All to the good, she thinks: Emma is a real flesh-and-blood woman, accessible to today's readers. Patricia's early penchant for romance novels played a role, but she seems to have achieved the right balance for an historical novel featuring a real person.
It must have seemed right to the publishers as well; they will publish two more volumes to make this a trilogy of medieval mayhem.
The rose petals are already falling again in Rockridge.
Congratulations, Patricia! We look forward to the next chapters.


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The venerable National Public Radio network in the United Sates has a story about a robot journalist (actually, a computer programme designed to transform raw data into news stories) writing a better story than its human counterpart.
It was created by a chilling Orwellian entity calling itself Narrative Science and its website promises to fulfil the wettest dreams of the Sultans of Spin.
At Knocklofty we have had suspicions for a long time that this breakthrough was actually achieved some years ago, judging by the relentlessly banal, cliché-studded drivel that passes for so much contemporary journalism, especially because most media are now controlled by flinty-hearted accountants and supercharged office-boys with MBAs rather than by journalists.
Obviously, robot journalists can be programmed to follow whatever line of spin, bias or mendacity suits their masters, exactly like the people now staffing newspapers and other forms of mass communication.
Media owners are always disturbed by the very small but still measurable risk of a journalist developing anything like a conscience or a willingness to question the data served up by governments, corporations and politicians; this new technological triumph means that Rupert Murdoch can slumber more easily between his satin sheets and dream dreams of even more perfect control.
It's obvious that News Limited and News International must have had such a system for quite a while — probably Windows-based, too. It's the only explanation for their Gadarene descent into the whirlpool of drebbidge they serve up every day.
Image found at WorldMustBeCrazy


text:
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text:
This gator is fast and dangerous!
Originally designed and built back in 2010, this is an amazing animation. The croc lies in wait for it's next victim, then appears and starts snapping! Kids really jump when this alligator replica jumps at them! The body has an resin and matte construction, the skin has a silicone and stretch fabric backing construction. Can be used outdoors. Comes with everything you need. You supply an electrical outlet and compressed air.
This figure is 8' long (2.43m). The entire rig weighs in at about 100 pounds. There are mounting pads on the frame's bottom for installation on site. A version of this figure was installed at the Boardwalk in New Jersey back in 2012. It survived Hurricane Sandy, and lots of attacks since then! Here's a look inside the mechanics:
PRICED: As alligator moving back and forth on a 36" rail. Add animations by clicking on the options.
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text:
The management pack is now in the MP.1.1 state in the management pack workflow diagram (Figure 4-1). Some rule groups have been disabled and some rules have been copied and modified. Operations data has returned from the pilot agents that are multi-homed between LKFPreProdMG and the LKFProdMG management groups. Max can now export the management pack (point 3 in Figure 4-1) to an
.akm file that can be imported into the production environment.
The export process is relatively straightforward and accomplished through the Import/Export Management Pack tool. The main thing you need to know is that not all of the configuration information that is associated with a rule group gets exported. The tool will prompt you for the rule group that you want to export, as well as the views and tasks. The export process also includes computer group definitions, provider definitions, scripts, attributes, and any managed code, in addition to the rule group.
The export process doesn't export operator objects, notification groups, or overrides. If you have configured any of these, you will need to manually record these settings and reconfigure them in your production environment after you have imported the management pack.
To start the export process, launch the Import/Export Management Pack tool and select "to export a management pack." Then select the rule group that you want to export (Figure 4-20).
The best practice is to choose to export the top-level rule group folder, which automatically includes all child rule groups. In Figure 4-20, the top-level rule group folder Microsoft Windows Servers Base Operating System has been selected. This ensures that the management pack has everything needed and it can be redistributed.
On the next two pages of the wizard, you are prompted for the views and the tasks that you wish to include in the management pack (Figure 4-21). The folder structure for these is expandable, so you can select down to the individual object level.
The best practice is to select the top-level object that belongs in the complete management pack. The two pages are pretty much the same thing except that one shows views and the other tasks.
On the next to last page, specify the directory and filename of the management pack (see Figure 4-22). This part is critical to your versioning process. Remember when you did the management pack import and specified the management pack backup directory (see Figure 4-4)? You pointed the tool to the
P directory in the file transfer folder and created the
.akm file in this format:
In the export portion of the tool, specify the
\\MPTransferFolder\CurrentMP directory. To be consistent with the tools naming standard, call the newly created management pack
WindowsServerBaseOS_02.28.05.19.35.akm. The seconds portion of the timestamp can be dropped, because specificity to the minute is good enough. Use the 24-hour time format rather than 12-hour time format to ensure uniqueness. Since this is the first time you are exporting a management pack into this directory, there is no concern about earlier versions of the management pack being there. Otherwise, you would have moved the existing
.akm file into the
OldMP directory before executing the export process.
If there had been an existing version of the management pack in the
CurrentMP directory and the export had the same name, the overwrite option in the Overwrite Handling box would have been enabled. Otherwise, the tool defaults to the Append option for creating new management packs.
Currently, the Management Pack Types controls are disabled because they aren't needed for the authoring mode features to accomplish this export. Briefly, the authoring mode is enabled on the context menu of the Rule Groups node in the Administrator console. When this feature is enabled, you gain edit access to the Vendor Knowledge tab of a created rule, and access to an Advanced Features tab that allows you to modify the relationships between parent and child rule groups. You also gain the ability to mark rule groups as deleted so they do not export and access the management pack's version ID field.
Clicking Next leads you to the summary page to confirm selections and finish the export process. Like the import portion of the tool, the export process displays a current status page that shows the progress of the individual steps of the export. When this completes, a logfile of the export process can be created. Unless there is an error during the export and you need the records for troubleshooting, it is not necessary to do this.
In the management pack life cycle workflow, the management pack is at point 4 in Figure 4-1.
Importing the MP.1.1 version of the management pack into the production environment is only slightly different than importing it into the preproduction environment. The main difference between the two processes is that the production management group (LKFProdMG), has reporting services installed, so the management pack report definitions can be imported at the same time as the management packs. Some management packs ship with a matching set of report definitions. They have the same name as the management pack, but end in
Reports.xml. These report definitions are still in the
\\MPTransferFolder\VendorSupplied folder, so if you want to import them while you're running the Import/Export Wizard, you'll need to copy them to the \
\MPTransferFolder\CurrentMP folder, because the wizard can only browse files one directory at a time. Otherwise, the reports can be imported from their current location by running the import process again. Figure 4-23 shows the choices page of the import process.
The next page has the update/replace/backup options (Figure 4-24) and is treated the same as importing the Windows Server Base Operating System management pack into the preproduction environment. Select the Replace option because this is the first time that this management pack is being imported. The Replace option completely overwrites the existing management pack, so all customizations and company knowledge will be lost. If this management pack already existed in the production management group, the Update option would preserve any modifications.
There might be situations where you need to completely overwrite the existing management pack. For example, if the existing management pack is no longer functioning correctly you may need to replace it with the last known good backup to return to a functional state.
When a vendor-authored management pack is imported, MOM compares the vendor version numbers of the rule groups. MOM will prompt you if you are about to overwrite a management pack with an older version, as shown in Figure 4-25. The version checking does not use your company's version numbers for comparison, so it won't warn you if there is a conflict between two management packs that are based on the same vendor version number but have different company modifications embedded in them.
The next page has not been encountered in previous runs of the wizard; it simply allows you to select which report definition file to import (Figure 4-26). You can select multiple files if they are in the directory you are browsing. You should always import the matched management pack and report definitions file at the same time. The management pack contains event and performance rules that collect data that feed into the reports. You will see evidence of this about a day after you import a management pack. MOM 2005 will raise an informational alert telling you that data was collected for the reports and that the reports are ready to be viewed. Basically, the management pack and the matching report definition are made to work together, so let them.
Figure 4-24. Choose the Replace option for the first-time import of a management pack into production
Figure 4-25. The import process automatically protects you from overwriting newer versions of rule groups based on the vendor version property
If the reporting services web site is not SSL-secured, and you have the "Always warn me about insecure connections" option enabled, you will receive a warning page. Since you are on the same network as the data warehouse/reporting server, a secure connection is not really necessary. You can safely continue through the warning.
After reviewing the summary page, allow the import process to finish. You will be presented with the now-familiar Status Update page as the import process executes.
The management pack is now active in the production environment. The registry key attribute discovery will occur and the managed computers will be sorted into computer groups. On the next agent configuration request refresh cycle, the appropriate processing rules will be returned to the agents and monitoring will begin. The management pack is now at point 5 in the life cycle workflow (refer back to Figure 4-1).
Once a management pack is brought into production, it will be changed by further tuning and capturing company troubleshooting knowledge. The longer it is in production, the more it will become specific to your environment and less like the vendor-authored original. Tuning production management packs helps eliminate noise alerts—those alerts that give incorrect, unusable, or undesired information. This is accomplished with all the same techniques used for tuning the preproduction environment, with the addition of more extensive use of overrides. You can't perform all of the necessary management pack tuning in the preproduction environment simply because the two environments—including network, applications, and load—are not identical. So, you will see issues in production that you didn't see in preproduction and you have to respond to them there.
You can perform minor tweaks to rules to make changes, such as in the fields that are included in the description or by adding a notification group. These minor tweaks don't change the core parameters of a rule (provider, criteria, response, and vendor knowledge); they are, for the most part, cosmetic. If you need to change any of the core parameters of a rule, then you are no longer tweaking a rule but creating a new rule by modifying an existing one.
When a new management pack is first imported, it will start returning data and raising alerts. Expect to see the highest volume of alerts in the first 24 hours after a management pack has been installed. MOM 2005 will look through everything in your environment and tell you about issues that you weren't aware of.
As you go through and troubleshoot the issues that caused the alerts, capturing the troubleshooting steps in the alert's Company Knowledge tab, and resolving the alerts as outlined in Chapter 1, the volume of alerts will begin to decrease. A few weeks into the production deployment of the management pack, certain alerts will keep cropping up that don't provide any useful or actionable information. You may not want to be alerted about an event, or there may be nothing that can be done to resolve the issue in the immediate future. For example, you may not be interested in knowing about every time a user maps a printer, or having the baseline security analyzer tell you that your domain's NTLM security setting is too low when it has to be that way to accommodate Windows 95 machines. These types of alerts are "noise alerts" for your environment, and you will need to further tune the rules and rule groups to reduce them.
Be on the lookout for false positive alerts and false negative alerts. For example, a false positive alert (an alert is generated) would be if MOM indicates that a server is down when it is not. A false negative (no state change) would be if in the State view a service health indicator remains in the success state when the service has actually failed.
The easiest way to eliminate a noise alert is either to disable or delete the rule that generated it. In cases where you really don't want the information, this is probably the best choice of action. Another way to reduce noise alerts is to configure overrides for a rule.
Overrides provide additional flexibility by controlling how a rule is applied to target computers. Without overrides, a rule can only be enabled or disabled for all the computer groups it is applied to. Further, it can only have a single criterion by which to judge if matching data is found. There are four types of overrides: rule disable, performance threshold, script parameter, and state alert severity. Overrides direct MOM to apply the rule this way to these machines, but apply it a different way to those machines.
The Rule Disable Override is available on each of the 10 types of rules. It allows you to selectively disable a rule that is enabled by default. You can also create an exception to the disablement override. The override criterion is simply the pairing of a target (a computer or a computer group) and a value. Multiple target and value pairs can be defined for a particular override rule. These criteria are placed in an ordered list and evaluated from the top down. This way, a pair that is lower in the list will supersede all pairs that precede it in the list.
For example, in Figure 4-27 the "Enable rule-disable overrides for this rule" option has been enabled for the "LKF software update installation failed" rule. All this means is, "Do you want to allow the creation of override criteria for this rule?" This is an event rule in the Microsoft Windows Servers Base Operating System\Windows 2003\Core System Components and Services rule group. This rule group is bound to the Microsoft Windows 2003 Servers computer group. That computer group contains all Windows servers running the Server 2003 OS regardless of the role (domain controller, cluster server, member server, and so on).
Once you've allowed disabling overrides, click on Set Criteria to bring up the page shown in Figure 4-28. The target + value pairs for the override are defined here.
Here is how this rule will be applied. First, because the rule is enabled, it will be distributed to the agents on all the computers in the associated computer groups. Then, if that server is a member of the Windows 2003 Servers computer group, the rule is disabled (the 0 value). If it is also a member of the Windows Server 2003 Domain Controllers computer group, then it is enabled (the 1 value). If the server is not in the Windows 2003 Server computer group, the rule will be applied.
In addition to the enable/disable override, performance fsthreshold rules have another type of override that can be configured. Performance threshold rules generate an alert when a performance monitor counter value crosses a configured threshold, for example, when the actual processor utilization exceeds a certain percentage utilization over a number of samples, or actual free disk space for a logical drive drops below 10 percent. These default threshold values can be overridden for computers or computer groups that are defined in a target + value pair in the Threshold Override Set Criteria page. Figure 4-29 shows a performance threshold rule that generates an alert when the measured value exceeds 50 percent. For the sake of this example, it is not important what value is being tracked here. The "Enable threshold overrides for this rule" checkbox has been selected. The Override Name field is automatically populated with a machine-generated name In the Set Override Criteria dialog box, a value of 25 has been specified for
homesrv02 (see Figure 4-30).
If a script is run from a command prompt, parameters could be passed to the script when it is called if the script was written to accept them. This is the same concept as passing parameters (variables) to an executable called from a command prompt. A simple example can be seen in the ping command. When ping is run, you must provide the NetBIOS or FQDN name of the device that you want the tool to run against.
C:\ping avalon.homelab.lab
The event and performance rules that use scripts often pass parameters to the script. A script parameter override allows you to define multiple parameters to pass to a script from a single rule. For example, the Microsoft Windows Servers Base OperatingSystem\Windows2003\State Monitoring and Service Discovery\Performance Threshold:Processor\%Processor Time threshold exceeded rule calls (Microsoft Windows Base OS CPU Overload Script) as you can see on the Responses tab in the Rule Properties (shown in Figure 4-31).
If you select the script name and click Edit, the Launch a Script dialog box appears and you can modify how the rule interacts with the script (see Figure 4-32). In the lower box, select the script parameter that you wish to enable and click Edit Parameter. Here the CpuPercentage parameter is selected.
The Edit Script Parameter page has the now-familiar Enable Overrides checkbox and the Set Criteria button. The Set Criteria button takes you to the Set Override Criteria page, which is identical to that shown in Figure 4-28. In this case, you would enter the target and value criterion of
\\HOMELAB\HOMESRV02 and
75, and save the changes. The Launch a Script page updates the CpuPercentage variable with an icon (shown in Figure 4-33) to indicate that an override criterion has been specified for that parameter.
So now when the script runs, if the
homesrv02 %CpuUtilization counter exceeds 75 percent, an alert will fire. For all other machines, the alert will fire off when the CpuUtilization counter exceeds 95 percent.
Some rules contribute to the calculation of the health state of the application via the alerts that they generate. This is covered later in the "Health state roll-up" section of this chapter. The health state (as represented by green check marks, yellow warning triangles, and red X symbols) for an application or monitored computer is composed of the health of all its component parts. The best place to see these is in the State view of the Operator console.
The state alert severity override allows you to override the default values where a state alert is generated. For example, in the Microsoft Operations Manager → Operations Manager 2005 → Server rule group there is a performance threshold rule called "Performance Threshold: MOM Server Channel errors" that generates an error alert. This rule is applied to MOM 2005 management servers. It has the "Enable state alert properties" checkbox selected (point 1 in Figure 4-34).
By clicking the Edit button (point 2 in Figure 4-34) you can edit the alert severity properties. For this alert, the severity properties (Figure 4-35) show that an alert of severity Error will be generated if the number of channel errors is greater than 10.
To clarify, the value for (Value) is being collected from the performance counter and it points to the number of MOM channels, which is the number of open communications channels on a management server. If this number exceeds 10, an alert of severity Error will be generated, for example if there are multiple management servers in a management group and one needs to generate an error when the number of open channels exceeds 5, but the rest of the servers should keep the default of 10. To do this, you need to do two things:
Create an override object in the Override Criteria folder in the Administrator console. It is named MOMChannelErrors and assigned a target + value pair of
Rewrite the formula in the Alert Severity Calculation for State Rule box to include the MOMChannelErrors override (
5) and the default value of 10.
In the Administrator console, right-click the Override Criteria folder and launch the Create Override Criteria wizard. On the Override Name page enter the name MOMChannelErrors (see Figure 4-36).
Click Next to bring up the Edit Override Criteria page, then click Add and enter the target + value pair (see Figure 4-37).
After entering the target + value pair, the Override Criteria page should look like Figure 4-38.
Clicking Next brings up the standard Finish page.
Now go back to the Performance Threshold: MOM Server Channel rule to the page shown in Figure 4-35 and click the Edit button. Change the formula to read AttributeValue(Value)>Override(MOMChannelErrors, "10") as shown in Figure 4-39.
Because you have already created the override object name MOMChannelErrors, the formula automatically finds the object. Click OK three times to close the rule. Now when this rule executes, if the number of open MOM channels exceeds five on
homemomserver3, an error alert will be generated. For all other management servers in the management group, the error alert will not be generated until the number of open channels exceeds 10.
The only bad part about using overrides is that while the identifying GUID will export from preproduction and import into production, the criteria will not. This is the workaround.
When an override criterion for a rule is created, it is created as an object in the Override Criteria container under the Management Packs node in the Administrator console. Export the list of defined overrides to a tab-delimited text file (right-click the Override Criteria container and select Export List). This captures the target, value, override name (GUID), precedence, last modified date, and last modified by values. For example, the override object data for the performance threshold rule is:
Target: \\HOMELAB\HOMESERV02
Value: 25
Override name (GUID):
Last modified date: 02/27/2005 12:04:17 AM
Last modified by: HOMELAB\Administrator
After you import the revised rule group into the production management group, use the Find Rules tool (right-click Rule Groups and select Find Rules) to perform a search for rules that contain the override name/GUID. Copy and paste the GUID from the text file into the search tool. Once you find the rule, open the appropriate Override Criteria dialog box and enter the criteria. Apply the changes and don't forget to commit configuration changes.
The last bit of fine-tuning for the management packs is to ensure the health state of a computer group is being calculated and represented the way you want it to be.
State roll-up itself follows a hierarchy, as shown in Figure 4-40. Starting at the bottom, the health state variable of an individual component can be set by event rules, threshold rules, internal service monitoring, and scripts. In this case, the disk free space state is the component. The health of an instance (in this case the C: drive) then depends on the health of its components. The health of the role disk on this computer is dependent on the health of the instances of disk on the computer (C:, D:, and E:), which then feeds the health of the computer and rolls up to the computer group.
This is a simplified view of health roll-up, as it shows only a single hierarchy and no inter-relationships. Remember that all computers are members of multiple computer groups and a top-level computer group may have nested child computer groups. So, the health of an individual instance (the C: drive in this case) can influence the health state of more than one computer group.
For example, consider a computer group that consists of all Exchange servers. This computer group contains other computer groups like mailbox servers, bridgehead servers, public folder servers, and both 2000 and 2003 frontend servers. Now, say that you have a single physical machine that is both a mailbox and public folder server. The health of the C: drive on that one machine will impact the health of both the mailbox and public folder computer groups.
Trying to keep the inter-relationships straight between all the objects can be confusing. However, when they are overlaid in a single diagram, an unhealthy object will be apparent.
The health state roll-up policy is set at each computer group and regulates how the health state of an application or group of computers is represented in the Operator console (Figure 4-41). Although this doesn't involve tweaking an individual rule or management pack, it is included here because computer groups are created when management packs are imported, and how health state roll-up is configured controls how your environment is represented.
There are three ways to configure this, but the default configuration is the most pessimistic way of viewing the health of the computer or application:
- The worst state of any computer member or subgroup
The top-level health state of a computer group reflects the worst of member states. Using this setting can make things look worse than they really are.
- The worst state from the specified percentage of best states in the computer group
The top-level health state of a computer group reflects the best of the member states. This is the most optimistic, "glass half-full" scenario. The top-level health state can make things look better than they really are.
- The best state of any member computer or subgroup
The top-level health state is the worst state of the top percentage of best states in the group. This state basically tells MOM to rank in order the computers in a computer group from healthiest to unhealthiest. Then MOM looks at a certain percentage of the computers in a computer group, starting at the top end of the scale. MOM then takes the health state of the unhealthiest one and uses that as the overall health of the computer group. This configuration tries to most accurately represent the condition of the computer group as a whole.
The worst state in the group scenario tells you that if everything is successful at the top level, then all of the components are successful across the board and there are no masked problems that could potentially be overlooked.
To further assist you in tuning your MOM environment, Microsoft has produced an Alert tuning solution accelerator . All the MOM 2005 solution accelerators are available at http://www.microsoft.com/mom/evaluation/solutions/default.mspx. This tool consists of report definitions that can be imported into the MOM 2005 Reporting Service and a description of how to use them. The reports include AlertCountByDates, AlertCountByDevice, and AlertCountByProcessingRules.
The idea behind the alert tuning accelerator is that by displaying alert counts by different parameters you can determine which rules are generating the most alerts and if those alerts are actionable. If an alert is not actionable, that is to say that it doesn't contain the information that is necessary to resolve the issue, then it is a noise alert and should be tuned to be useful, or disabled altogether.
The reports that this tool generates can be useful in any size environment to develop a profile of what is going on in your MOM implementation.
Referring back to Figure 4-1, the Windows Server Base Operating Systems management pack has evolved into the MP.1.2 state and is tailored for your environment. But now there is a new issue to deal with: the version of the management pack in the production management group is different than the one in preproduction. In addition, a significant amount of work has gone into customizing the management pack and that needs to be protected.
Keeping production and preproduction management pack versions synchronized and backing up management packs can be accomplished with the same straightforward mechanism. You need to synchronize the preproduction environment with production so that when any rule group, view, or task testing is performed, the rule groups in the test environment are identical to those in the production environment (point 7 in Figure 4-1).
The Management Module Utility
is the command-line version of the Import/Export wizard tool and includes most of the same functionality for importing and exporting management packs. It is in the MOM 2005 installation directory (
C:\ProgramFiles\Microsoft Operations Manager 2005 by default) on any MOM management server or computer on which the consoles have been installed. You can perform the export from production and re-import it into preproduction by using the Import/Export wizard, but that requires daily hands-on interaction. By using the Management Module Utility, you can automate this job. The Management Module Utility does not work with MOM 2005 report definition files—for that, the
rptutil.exe tool found in the same directory is used. Obviously, since it runs from a command line it does not provide the ability to browse the directories where the
.akm files are.
This tool, with minimal batch file or scripting skills, automates the management pack backups and keeps the production and preproduction environments in sync.
The sample batch file,
ProdToPreProdSynch.bat, does six things:
It prompts the user for the current date (MM.DD.YYYY) and time (HH.MM) in 24-hour format. This timestamp is embedded in the filename to ensure uniqueness.
It moves all the files in the
CurrentMPfolder to the
OldMPfolder. This preserves the file management practice that is in place.
It calls
ManagementModuleUtil.exe, passing the
-O(export) option, the source server, the name of the rule group to export, the destination and name of the export file parameters, and the
-Woption (write a new
.akmfile). This exports the rule group from production and writes it to the
It exports tasks using the same command, except the
-Ooption exports a rule group. This is changed to a
-Otoption for a task and the
-Woption changes to
-Aso that the exported tasks are appended to the
It exports the views in the same fashion using the
It imports (
-I) the entire
.akmfile into the preproduction (
homemomserver3) environment using the
-R(replace existing management packs) option:
@echo off rem get current date and time using. as a separator rem varDATE and varTime are used to include time stamp in the file name for uniqueness set /p varDate=Please enter the date in MM.DD.YYYY format. Use periods only! set /p varTime=Please enter the time in 24 hour time format e.g. 23.30 format. Use periods only! rem move all files from CurrentMP to OldMP move \\homesrv02\mptransferfolder\currentmp\*.* \\homesrv02\mptransferfolder\OldMP rem export the rule group (-O), tasks (-Ot), and views (-Ov). The -W writes a new .akm file, the -A appends ManagementModuleUtil.exe -O homemomserver "Microsoft Windows Servers Base Operating System" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -W ManagementModuleUtil.exe -Ot homemomserver "Microsoft Windows Base OS\Share Configuration Query" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A ManagementModuleUtil.exe -Ot homemomserver "Microsoft Windows Base OS\Telnet" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A ManagementModuleUtil.exe -Ot homemomserver "Microsoft Windows Base OS\junk ping" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A ManagementModuleUtil.exe -Ot homemomserver "Microsoft Windows Base OS\Networking\Path Ping" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A ManagementModuleUtil.exe -Ov homemomserver "Microsoft Windows Base OS\Alerts" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A ManagementModuleUtil.exe -Ov homemomserver "Microsoft Windows Base OS\Performance\Performance Counter Request Errors" \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -A rem now import the akm files. -R replaces existing management packs on import ManagementModuleUtil.exe -I homemomserver3 \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%-%varTime%.akm -R
Not all the tasks and views are included in this example, but you can see what is possible. With a little more work, this type of script could be scheduled to run with no user interaction.
The Management Module Utility includes a versioning option (
-V) that allows you to place a version number on it. This is the same identifier that is found on the Properties tab of every rule group. It follows the format ##.#.####.####. This is useful if you are exporting management packs for retail sale and you want to manually track and update this parameter, but it is overkill for everyday use.
Back up your production environment on a daily basis and pay particular attention to the operations database. Back this up using standard SQL backup procedures as described in Chapter 7.
On the management pack life cycle workflow diagram, the Base OS management pack version MP.1.2, (point 9 in Figure 4-1) is synchronized between production and preproduction, as well as backed up for immediate restoration to either environment if necessary.
A management pack can also change if the vendor releases a new version. When this happens, you may want to integrate your current version with the vendor's new version while still retaining your company knowledge, customized rules, and enabled/disabled rules. In Figure 4-1, the management pack version MP.2.0 represents a new management pack from the vendor.
The easy answer to this problem is to import the MP.2.0 version into the preproduction environment, selecting the Update Existing Management Pack option during the import. Ultimately, that's the right way to do it. However, before you do the import and update, take the time to find out what the differences are between the two packs (point 10 in Figure 4-1), rather than just importing and then going through the rules, tasks, views, and scripts in the consoles.
There are two tools that help with this: the Convert Management Packs to XML (
mp2xml.exe) utility and the Management Pack Differencing tool (MPDiff), which takes the management pack in XML format as its input. Both tools are found in the MOM 2005 resource kit and are not officially supported by Microsoft Support.
The MP2XML tool
is run on a MOM 2005 management server from a command prompt, in this case the preproduction
homemomserver3. When run, this tool reads the
.akm version of the management pack and outputs all of the contents in an XML file. One way of staying organized is to keep the names of the output XML files the same as the folder that the management packs come from. For example, the original management pack output file will be
WindowsBaseOSVendorSupplied.xml and the current one will be
The original Windows Server Base Operating System management pack and the MP.1.2 versions are used for this example. This is because Microsoft has not updated this management pack.
The command syntax follows the format of:
C:\MOMRKtools>mp2xml c:\momrktools\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP03.06.2005-14.12. akm c:\momrktools\WindowsBaseOSCurrentMP.xml
The same is done for the vendor-supplied version of the management pack. The last step is to copy both XML files to a common directory. Despite what the product documentation says, the MPDiff tool will not work unless both XML files are in the same place.
The MPDiff tool compares the contents and settings of the XML versions in the management packs created by the MP2XML tool. It is found in the MOM 2005 Resource Kit. The comparison is performed between two different versions of the same management pack, not between completely different management packs. The MPDiff tool can be launched from two different executable files. The
is the command-line version of this tool. When this version is used, you must pass a source XML file, a target XML file, and an output file. Using an old and a current version of the XML file generated, the command-line syntax looks like this:
C:\MOMRKtools\mpdiff.console.exe /src:WindowsBaseOSOldMP.xml /tgt: WindowsBaseOSCurrentMP.xml /out:WindowsBaseOldToWindowsBaseOSCurrent.xml
To view the
WindowsBaseOSDiff.xml file, simply open it with Internet Explorer.
To view the differences interactively, launch the
MPDiff.exe from Windows Explorer; this opens the GUI version of the tool. The GUI tool can also save the differences to an XML file that is identical to what you would get if you had run the command-line version.
Be careful the order in which you provide the XML translations to the tool. In the command-line version, you must provide the source file (
/src option) first and then the target file (
/tgt option). Because this is a confusing way to think about it, compare the old or current file to the new one. Then save the output as <oldmpname>To<newmpname>.xml.
For example, Figure 4-42 shows the Summary/Changed view (point 1 in Figure 4-42) of the differences between the
WindowsBaseOSVendorSupplied.xml and the
MPDiff classifies changes into four categories (point 2 in Figure 4-42):
- Functional
A material change to the configuration of the selected object that changes how it performs its basic functions. The MPDiff tool looks at all the objects listed in the navigation pane in both management packs for differences. In Figure 4-42, the Summary/Changed view has been selected. A change in the function of an object means a substantial configuration change between the two, such as a change in the matching criteria for a processing rule or the creation of an override.
- Informational
Changes listed in this column reflect cosmetic alterations to the selected object; for example, a change to the description (point 3 in Figure 4-42).
- Organizational
If an object is moved or the relationship between objects changes, that would be included here. For example, the removal of a child rule group from a parent rule group is a relationship change.
- Deployment
This includes any changes to how an object is deployed or applied to an agent. For example, if you change the association of a script from a rule in one rule group to a rule in another and those rule groups are associated with different computer groups, that would be reflected here.
If there is any descriptive text that is associated with the change, it will be displayed in the Details pane (point 4 in Figure 4-42).
The other three columns contain the GUID (ID) of the object, the object type (area), and the name of the object as they appear in the Administrator console. You can use the values in these columns to look up the individual objects in the Administrator console and examine the details there for objects.
After examining the differences between the newly revised vendor management pack (Version MP.2.0) and your current one (Version MP.1.2), perform the import into the preproduction environment and select Update the Existing Management Pack. You will be prompted for a location to save the backup to—this can be local or anywhere, because the real backup is in the
CurrentMP directory.
This brings the management pack life cycle full circle. From a procedural perspective the MP.2.1 in Figure 4-1 is the same as MP.1.1. In the production to preproduction synchronization process you can only make a change when you are testing and tuning the MP.2.1 version. To prevent the current production version (MP.1.2) from overwriting the MP.2.1 version, you must avoid importing MP.1.2 into preproduction. However, MP.1.2 must be backed up to the
CurrentMP directory on a daily basis.
To do this, comment out the line in the
ProdToPreProdSynch.bat file that performs the impor by entering
rem at the beginning of the last line so that it now reads:
rem ManagementModuleUtil.exe -I homemomserver3 \\homesrv02\mptransferfolder\currentmp\MicrosoftWindowsServerBaseOperatingSystemMP%var Date%varTime% .akm -R
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text:
I have these index cards.
Handwritten notes. Made when I was in high school.
Yeah-yeah. Those who know me would not be surprised that I saved them … for more than 50 years.
I dug them out this week because I started wondering about the first book that made me think.
The first book that moved me. Made me pause to look around and wonder how I fit.
While reading I was bombarded with thoughts about life, people, religion, good vs. bad. And me.
Now I had absorbed a lot of books before I read this one. Including textbooks.
And they all had impact. Affected me. Took me places. Taught me things.
But this one in particular was talking — to me. And not only was I listening, I was taking notes.
On those index cards I wrote down quotes and paraphrases, thoughts I did not want to forget.
I'm not sure I understood everything I wrote down. But so much felt important. Words worth saving.
Like this: "No man is a hypocrite in his pleasures."
I've used this insight many times when measuring others, especially government leaders.
All the notes I wrote down felt profound at the time. And many still do.
The author speaking to me was Albert Camus. The book was "The Fall."
Actually, full disclosure, my stack of index cards also includes notes from "The Stranger," also by Camus.
The plots of both books and the main characters have faded over time. But the thoughts I jotted down have lingered over many years.
I wonder now how much of what I wrote down stayed with me and helped shape me.
Shaped me before I had a clue I would become a newspaper reporter and editor.
And put important questions in my head before I knew it would be my job to ask questions. To try and make sense of people and the world.
Yeah, I'd say much of it did stay with me.
Perhaps rereading these index cards comes at a good time.
Join me:
"Nowhere in the world has there been a party or a man with absolute power who did not use it absolutely."
"Being master of one's moods is the privilege of the large animals."
"Our society is organized so that attrition or rubbing or wearing down is a major means of liquidation."
"Truth is relative."
"No course justifies the death of the innocent."
"People are so readily resigned to fatality."
"… Every society has the criminals it deserves."
"Falsehood is just as much the opposite of dialogue as is silence …"
"Your success and happiness are forgiven you only if you generously consent to share them."
"People judge so's not to be judged themselves. Wealth is a defense against being judged."
"To justify himself, each relies on the other's crime."
"Freedom is the concern of the oppressed …"
"… Without giving anything up on the plane of justice, yield nothing on the plane of freedom."
"Poverty increases insofar as freedom retreats throughout the world."
"Heroism and sacrifice were not enough to justify a cause."
"… It is only fair to recognize one's opponent's reasons before defending …"
"When violence answers violence in a growing frenzy that makes the simple language of reason impossible, the role of intellectuals cannot be, as we read every day, to excuse from a distance one of the violences and condemn the other. This has the double result of enraging the violent group that is condemned and encouraging to greater violence the violent group that is exonerated."
Seems like all these thoughts stand the test of time.
Now I can't say I totally agree with all these thoughts, but each one still speaks to me.
Their message is simply: "Hey. Think about this for awhile."
So I credit these books for doing just that — sparking my teenaged brain. Getting me to think about important things for awhile.
I should note that when I was reading these books I also was enrolled in a high school class that was waking me up.
The subject umbrella was sociology and this was a new class taught by a great teacher. His mission was go get us to read and think. Mostly about society and how we fit in.
I can't recall exactly, but I think he introduced us to Camus and Jean-Paul Sarte and other "modern" philosophers.
His mission was accomplished. He got me to focus and think and write down my thoughts.
Something I still do.
I still mark passages in books and even take notes at movies.
I am dating myself, I guess. All those Camus quotes I can find online now, with even more detail. And perhaps more accuracy.
But I won't be tossing away my note cards.
They remind me of a time and a place and who I was. And what I cared about.
And the first books that made me wonder, really wonder … who am I?
And … who will I be?
LONNY CAIN, of Ottawa, is the former managing editor of The Times, now retired. Please email thoughts, comments or ideas to firstname.lastname@example.com or mail care of The Times, 110 W. Jefferson St., Ottawa, IL 61350.


text:
Cabbage Key: Day with Joe Winner
It was a bright, sunny, but chilly Sunday for a first time experience in a seaplane. I was given a great opportunity to invite my friend Joe Winner to accompany me on an excursion to Cabbage key, a secluded Gulf Coast Island, surrounded by one hundred acres of tropical vegetation. Located near Fort Myers and four miles from Bokeelia, Cabbage Key offers a panoramic view of Pine Island Sound.
After Joe met Tomas, Jon and myself at the Naples, Florida terminal, we loaded into the freshly painted Cessna 206 amphibian seaplane, which is a reliable workhorse of general aviation. This airplane can safely maneuver in and out of tight airstrips or stretches of water with ease, all while managing a large load without any problems. The Cessna features four passenger seats for ample capacity and can cruise at speeds of 125 mph. My friend Joe was very excited to experience this incredible seaplane and fly to a new destination.
Take off was super smooth. Our pilot Tomas maneuvered us safely off the runway and into the beautiful blue skies as we watched Naples turn into a small map of ocean front property, golf courses, and white sandy beaches. I serenely looked through the window searching for different wildlife. It was spectacular to view as we soared in our Salt Island Seaplane. Next time I will be sure to bring my binoculars. I felt exhilarated to be safe in the sky, excited to be traveling to a new destination. The landing was simply the best feature I was able to experience. It felt thrilling to land in the stunning ocean of Cabbage Key. I wasn't nervous at all, feeling only a refreshing moment as Tomas effortlessly landed the seaplane on the ocean. This was an unforgettable experience!
We traveled only twenty-four minutes to reach our final destination: a historic restaurant, inn and rental cottages. We had lunch at "The Old House." I learned that the front porch of the open-air restaurant sits atop a thirty-eight foot tall Indian shell mound. This remote island has no cars, not even a paved road. Instead, you will find the homes of gopher tortoises that roam freely. These tortoises are a species of the gopher genus that is native to the Southeastern Untied States, and are a keystone species because of their ability to dig deep borrows that provide shelter for hundreds of other animal species.
Bird watching was another amazing pass time. From Anhinga to Osprey, we heard them singing and saw them flying high in the sky. What a sight!
Lunch was in the main room, nestled among live Cuban laurels dripping with moss. Over the years, visitors have covered the walls in thousands of one-dollar bills using tape. After the tape evaporates, the dollar bills drop to the floor and are generously donated to charities benefiting childhood education. Known by many as "the bar with all the money on the walls," the Cabbage Key Bar has been serving up drinks to boaters for over sixty years.
The bar and the formal dining room make up the other two dining locations. There were fire places burning on this chilly day as we walked upon original hardwood floor and viewed walls made of cypress. Joe and I enjoyed Bailey Francisco coffee drinks. Our waitress, Deb, added an extra dollop of whipped cream. We enjoyed a hearty bowl of clam chowder soup with diced potatoes, onions, and celery. There was also a blackened Mahi sandwich. The chef sears a thick filet of mahi-mahi that is crunchy on the outside but terrifically moist within. For dessert, of course, Key Lime pie, made with key lime juice, egg yolks, and sweetened condensed milk in a tender pie crust with a meringue topping to die for. This dish is famously named after the small key limes that grow naturally in the Florida Keys.
After a delicious meal, with the kindest wait staff, we said our goodbyes. Then we hopped back in to our impressive Cessna seaplane to drop Joe off at the Naples airport.
It was one of my most terrific memories made in the company of Joe, Tomas and Jon. We learned all about Cabbage Key and loved our ride on the seaplane. I look forward to visiting Cabbage Key again, to experience the nature trail and to go fishing off the dock.
If you join us, I promise you'll find clarity.


text:
Dudley House
From concept to management plan, these residential courtyard landscapes sit at the centre of a 197-apartment development in the vibrant Paddington Basin neighbourhood in Westminster.
Combining a hard landscaped diagonal flourish through a synthetic lawn in the communal area, the podium landscape features raised planters, seating and lighting.
Communal area planting plans designed for podium landscapes and using lightweight substrates and irrigation.
Sleek lines, clean paving and a reflection of the contemporary building facades in the material selection.
Landscape design, planting plan, hard landscape plan, management plan and product specification.


text:
A Message to the Law School Community The Strategic Transition Plan
To: The Law School Community
From: President Kenneth P. Ruscio
Date: February 9, 2015
I write to update you on the Board of Trustees meeting last weekend and the discussion related to the School of Law.
As you know, the trustees appointed a task force about a year ago when it became apparent to everyone that the legal profession was adapting to a changing environment and legal education would have to adapt as well. Rather than passively react to the challenges, the trustees rightly wanted us to think through how Washington and Lee's School of Law would systematically and strategically respond. That effort has required patience and hard work on the part of the trustee task force, chaired by Michael Missal '78, and then additional work most recently by a campus working group consisting of Vice President for Finance and Administration Steven McAllister, Provost Daniel Wubah, Associate Provost Marc Conner, Law School Dean Nora Demleitner, Associate Dean Sam Calhoun, and Professors Michelle Drumbl, Christopher Bruner, Brant Hellwig, Brian Murchison and Jim Moliterno.
Working within the parameters established by the trustee task force at the October 2014 board meeting, this campus group crafted a detailed multi-year plan, which was presented to the trustees last weekend. We will now begin to move forward with that plan.
Before describing the plan, I'll offer a few background comments and details about the years ahead.
There is no question that the environment for legal education has changed dramatically. Law school enrollments nationally are at their lowest level since 1976, when there were about 50 fewer law schools than there are today. Since 2010, new student enrollments in law schools nationally have fallen 28 percent, and applications were down 37 percent for the class that entered last fall. Job placement rates have declined nationally, and student indebtedness has increased.
Washington and Lee has not been immune from these challenges. In 2010, we had 4,582 applications. Last year we had 2,338 and this year we will likely see even fewer. In order to preserve the quality of the student body, we have enrolled significantly smaller entering classes in the last two years and will again this year. The classes that entered in 2013 and 2014 were 111 and 100, respectively, compared with our recent historical norm of about 130. We currently anticipate that lower figure to continue for the coming fall and beyond. At the same time, we increased the financial aid budget so that we could make competitive offers to attract the best-qualified students. As a result of all these national trends, our enrollment will decrease from an average of about 415 over the past five years to about 300 when classes begin this fall.
Lower enrollment and more aggressive financial aid yield significantly reduced net revenues. In 2012, net tuition revenue was $11.06 million and peaked in 2013 at $12.23 million due to the unusually large entering class. This fall, we project net revenue of $8.16 million. We do not believe this is a temporary situation for either legal education in general or Washington and Lee specifically.
The goal of the plan is therefore to adapt to this new environment while preserving the School of Law's special characteristics. These include our student-centered education. W&L has historically been known as a great teaching law school, and with good reason. We remain committed to our tradition of academic innovation, including the third-year curriculum that provides invaluable preparation for the legal profession and has garnered well-deserved praise. We also remain committed to the distinction of having a single graduate professional program in a nationally recognized undergraduate liberal arts institution.
The question before us has been how to adapt while remaining true to the mission that has set our School of Law apart.
The working groups proposed a three-year transition to a new configuration to respond to this new environment. To make up the revenue shortfall during the transition, the trustees authorized additional allocations from law school resources, including its endowment and selected reserve funds. Those additional allocations will provide approximately $3.4 million per year for the next three years with a gradual return to historical rates of draw-downs. The goal is for the law school to be financially self-sustaining by 2018.
This plan anticipates an enrollment of about 300. Our historically favorable student-faculty ratio will remain the same, which means a reduction in the number of faculty. We believe this can be achieved through natural attrition that will result from not filling positions that come open through either retirements or departures. It means also reductions in operating budgets, including perhaps lower levels for some operations that had come to be taken for granted, such as professional travel and development.
An outline of key features of the transition plan is available here. We still have a lot of work ahead. The assumptions in the plan are carefully considered, but undoubtedly there will be adjustments as the coming years unfold. Continued declines in applications nationally and for us could alter the plan. Unanticipated low returns from endowment could also affect the plan. There are other uncertainties. This plan helps us address the dynamic and somewhat unpredictable environment of the next few years, while addressing the factors most directly under our control. Those efforts have already started as evidenced by the School of Law's strong results in recent bar passage rates and job placement.
The plan is realistic and achievable, but only through the continued commitment, loyalty and hard work of all members of the community - students, faculty, staff, trustees, alumni and friends.
I know the last few months, and perhaps the last couple of years, have been challenging for everyone in our law school. I appreciate the patience of everyone and the extremely hard work of those who have been intimately involved in developing the plan.
In the next several years, our law school - like the legal profession itself - will exist in a different environment. Though it may look different than what we have become accustomed to, the School of Law will remain a defining feature of Washington and Lee University.
I personally look forward to the work ahead.


text:
Well, this is certainly taking more than I'd like to spend on a single model but I can't shake off the feeling of wanting to switch to other kits while WIP projects continue. Thus I'm trying to get my bearings, have a little discipline and finish off the last bits and pieces of the Dreadknight so I can move on to the Maulerfiend with no worries. I'm also anxious to present the model to its owner, which really shows how terrible a commercial painter I would be! Check out my next update on the Dreadknight after the jump.
Since the last update (which was right before Eid, shame on me!) the few items remaining were the blue steel effect on the armor, the details on the model like the lenses, joints and other tidbits as well as the entirety of force weapons on the interchangeable hands. So I started with the messiest pieces, priming the weapons and proceeded to apply the final layers of Runefang Steel in the uppermost armor plates in preparation for the blue glaze. I didn't want to create a glaring difference between the shades since Runefang Steel is a very strong silver color, so I mixed in a little Lahmian Medium to apply in areas. The Lahmian Medium allows the pigments to stay orderly without creating a huge blotch of paint on one spot, so you can apply multiple thin layers (which any aspiring painter should do) to build up different hues of colors. If you want to work your darker shaded paint into the recesses of a model, use water instead. I realized during the glaze part that I did not shoot any WIP pics here, but it's an easy job of going over spotty areas with thinned Runefang Steel.
I guess it was a good idea to hold this project off for a while: GW just released a how-to for the Nagash model where they explain in detail how they apply their glazes for seamless transitions with brush. This is the secret to their 'eavy Metal work, lots and lots of layered glazes, created with Lahmian Medium. This stuff is crazy good. One thing I'm sure of is that on my next paint purchase I'll make sure to get at least 3 pots of this. It's not rocket science of course but to see how the multiple coats affect the model is a great bonus when learning. You can find their tutorial on glazes here. This was exactly what I intended to do: apply the blue steel effect with the brush. Check out the progress and end result here:
Here's a small but effective tip on the painting: if your workplace is next to the living room TV, just clone your browser view to the TV and select the 360 degree view on GW store page. That way you can turn around the model in hand and on the computer on the spot and see which places you may have missed. Of course, if you're not following the GW formula feel free to ignore this! I know it really helped me with determining the shadows on the showcase models to focus the glazes, especially in the larger armor panels.
With the armor work done I could safely move on to the smaller details on the model. This is where I realized I had skipped using the optional bits such as parchments and other symbols on the model. I primed the tiny pieces by brush (and saw to my demise that the pot of Imperial Primer got bubbles after the shake – maybe I used too much water last time and changed its composition too much!) and with a little superglue I affixed them to the parts I saw fit. It's very easy to overkill at this stage so I recommend everyone to plan ahead (unlike I did) to avoid any unwanted conversions on your precious models. After attaching the last details I proceeded to paint the seals, parchments, lenses, the Adeptus Mechanicus symbol (which I didn't like in the previous version) the flamer fuel tanks, and the pilot. When all details were done I assembled the model to its final form, except for the weapons. I also attached the model to its base which I completed before to give it the final pose. I pinned the knight at the center of the foot, which sort of shows if you get up really close with the model. But at least doesn't look like it's sinking into the ground this way.
Now I just have to finish the arms and the project should be complete. Hopefully I'll make good headway this week, now that I've got more room for me to work with. I'm anxious to get back to the Chaos models!