This bolognese sauce is dedicated to the late, great Marcella Hazan, who passed away in September, at the age of 89. She was considered the Julia Child of Italian food, and at a time when most Americans though “bolognese” was spaghetti sauce with chunks of hamburger it, Marcella taught us just how magnificent this meat sauce could be.

One thing that always surprises people making this recipe for the first time is the absence of garlic. Hazan railed against the common belief that garlic should be added to any and all Italian recipes. She once wrote, “the unbalanced use of garlic is the single greatest cause of failure in would-be Italian cooking,” and “Garlic can be exciting when you turn to it sporadically, on impulse, but on a regular basis, it is tiresome.”

Would a few minced garlic cloves ruin this incredibly delicious pasta sauce? Probably not, but since this is supposed to be something of a tribute, I decided to remain true. Speaking of ingredients, I used ground beef here, but I’ve also done this with cubed chuck roast, which works wonderfully as well.

Anyway, I really hope you give this classic bolognese a try, and if you do, and there’s some extra wine around, please raise a glass, and toast the “Nonna” of Italian cuisine in America. Enjoy!

Ingredients for 6 portions:

1 tbsp olive oil

2 tbsp butter

1 cup finely diced onions

1/2 cup finely diced celery

1/2 cup finely diced carrot

1 1/2  tsp salt, or to taste

freshly ground black pepper and cayenne to taste
1/8 tsp ground nutmeg

1 1/2 lb ground beef

1 1/2 cups milk

2 cups white wine

1 can San Marzano plum tomatoes (28-oz), about 3 cups

2 cups water, or as needed

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Guest post by Lisa Regan, writer for The Lean Startup Conference.

Between webcasts and interviews, we’ve been gradually introducing some of the speakers who are appearing at this year’s Lean Startup Conference. Now we’re ready to announce the full lineup, along with a special deal, explained below. There are some speakers on this year’s roster whom you've heard of before and who who deliver great talks every time out—people like Marc Andreessen, Steve Blank, Reid Hoffman, Chris Dixon and Kent Beck. But we’ve also put a big emphasis on finding terrific speakers who are new to the conference—people we’ve been posting about, like Steven Hodas, Mariya Yao, Khalid Smith and Nicole Tucker-Smith.

Also among the new speakers is Keya Dannenbaum, founder and CEO of ElectNext. She’ll talk in practical terms about how her organization is learning to be one that pivots. Pivoting means accepting hard truths—and to get a sense of Keya’s experience in that department, we asked her to give us an example of something she built that, in retrospect, she could have built more quickly to have learned the same thing. Here’s what she said:

It’s well-known that publishers, particularly those of the traditional news variety, are facing challenging financial times, and we always knew that our means of making money wouldn’t be to charge them. So we spent some time iterating--leanly, we thought--on the revenue model.

This past spring we stumbled on a genius idea – in order to make our publisher products work, we were scanning millions of articles and categorizing them by politicians, issues and popularity, among other dimensions. We could easily (easily! ha) take all that data and package it up for politicians, in a product to help them monitor their earned media.We visited political offices, and saw them painfully cutting articles out of physical newspapers and pasting them in binders.

We saw “sophisticated” operations using Google Alerts.  We asked why they weren’t using BGov or Meltwater, and we heard they were priced out of those markets. We pitched a product we hadn’t built yet and had 80% signup rates for a free trial. BOOM. Lean validation. So we spent a couple months building the thing. We put together a small salesforce to sell it…. And no one bought it.

There were a number of reasons: the users (from whom net promoter scores averaged 9.5! Irrelevant, it turns out) weren’t the buyers; the buyers wanted a feature set no one would have used; the buyers only made purchases once a year…the list goes on. But the real reason for that product’s failure was our mistake in not charging up front. We would have learned everything we needed to know in the third week of assessing the opportunity. And that’s why we now pre-sell all our paid products.

Now’s a good time to remind you that many of our 2013 speakers are participating in free webcasts this fall—which include live Q&A with participants. Past webcasts have featured returning Lean Startup experts, like Patrick Vlaskovits and Brant Cooper, who talked with Eric Ries about Lean Startup in enterprise companies. New webcasts include one on Friday, October 25, Lean Analytics for Non-tech Companies with popular speakers Alistair Croll and Ben Yoskovitz, and on one November 5, Lean Impact--Implementing Lean Startup in Mission-driven Organizations. Tomorrow, October 22, we’ve got a webcast on Lean Startup for Growing Companies with Wyatt Jenkins, VP of product at Shutterstock, Ari Gesher, senior engineer at Palantir, and Eric.

This is Wyatt’s first time speaking at the conference, and he’ll be looking at some truly advanced techniques for A/B testing. Meantime, we’ve asked him to talk about how Shutterstock has scaled Lean Startup techniques as the company has grown into one of the biggest two-sided marketplaces on the web. He gave us a quick rundown on two major growth challenges he’s faced:

Challenge #1: Vanity Metrics. The problem of vanity metrics seemed to exacerbate itself as we added more employees. Everyone wanted to be more accountable and measure their progress (a great problem to have), but there weren't enough meaningful metrics for everyone to rally around, so people latch onto other metrics that may or may not be helpful. Product team velocity is a great example. It's a helpful metric when trying to figure out the efficiency of a team, but at the end of the day, it has no bearing on whether what the team is building is effective or not. You can have a team with great velocity building crap that no one wants or vice versa.

Another Vanity metric I've seen is visits—a stat that I've rarely seen anyone take action on. Usage of a new feature was a useless stat for us until we changed it to repeat usage. Lastly, we used to track deploys to production because we were so proud of our continuous deployment practice, but past a certain threshold (we are somewhere north of 200 deploys a month) this is a vanity metric.

Challenge #2: Technical Debt. This might be one of our biggest challenges that we actively work on every day. As with most evolving systems that are over 10 years old, ours has increased complexity making it difficult to move quickly. There are some amazing efforts going on internally to simplify our system and modernize our stack, but hiring teams of developers for this effort is still something new to our organization. Oftentimes there are decisions made without understanding of the technical ramifications, not because someone is vindictive, but because they have a pre-conceived notion of how complex something is and they don't want to call a meeting about it (part of keeping our process streamlined). Working to keep systems simple is an important part of our product strategy. We try to delete less-used features often in order to have a simple, scalable system. Still, we have a ways to go.

Other new speakers this year include Kimberly Bryant of Black Girls Code, Robin Chase of Zipcar and Buzzcar, Matt Mullenweg of Automattic/WordPress, Mureen Allen of Optum, Alexis Ringwald of LearnUp, Catherine Bracy of Code for America, John Goulah of Etsy and many, many more.

Among the speakers we’re bringing back this year are those whose talks generated a lot of interest in the past and who have more we can learn from. So, for example, you’ll see Andres Glusman of Meetup, who last year talked engagingly about the myths he confronted in implementing Lean Startup methods at his company, Malkovich Bias among them:

Dan Milstein gave a popular 2012 talk on how to run a Five Whys and deal with failure in a profitable way. On a webcast this summer, he shared direct advice for the engineering crowd, and he’ll have more ideas-you-use-right-now for us in December.

Justin Wilcox, who joined us earlier this year for a lively webcast on applying Lean Startup ideas beyond Silicon Valley, will be returning to follow up on his surprising 2012 talk on pricing and MVPs. You’ll remember Justin for his helpful distinction between a business and a hobby, and the tendency of startups to accidentally wind up in the second category.

Steph Hay opened our eyes last year with a talk on testing content strategies. She’ll be back with deeper advice in December and previewed that in an interview earlier this year and. Here’s here 2012 talk.

You’ll also see Diane Tavenner with an update on Summit Charter Schools, where last year rapid iteration was both raising math scores and revealing the weakness of lecture as a knowledge delivery method. Her 2012 talk—which suggested the possibility of truly disruptive innovation to address entrenched issues in education--was a huge discussion starter.

--

Now that you know some of the people who’ll be speaking at the 2013 Lean Startup Conference, you’re probably wishing you already had tickets. The good news is that in a way, you can get them. Until tomorrow, October 22 at 11:59 PT, we’re rolling back prices to our mid-August level—that’s three price breaks back, and more than 40% off the standard rate. Register now, as this price won’t be available after tomorrow.
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archive أو 4shared

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I saw a tweet about October 23 being National Mole Day, which served to remind me that I’ve still not done a take on this magical Mexican sauce. The video below is from my friends at Allrecipes.com, and looks like a great place for me to start my experiments.

By the way, as I searched for more info on how National Mole Day came to be, I realized it wasn’t “Mole” the sauce; it was actually “Mole” the scientific unit of measure. Now, why would scientists name a unit of molecular weight after this delicious Mexican sauce? Anyway, enjoy the video (you can see the written recipe here), and if you have any secret mole-making knowledge, feel free to pass it along. Enjoy!

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صيغة الملف : PDF
حجم الملف : 44 MB
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مركز رفع اهل العلم

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حجم الملف : 73 MB 

صيغة الملف : PDF 

عدد الاجزاء : 1

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ARCHIVE

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التحميل المباشر: الكتاب

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Guest post by Lisa Regan, writer for The Lean Startup Conference. 

As we’ve mentioned before, this year’s Lean Startup Conference features a lot of speakers who have incredible expertise to share but are new to our event. Mariya Yao  is one such speaker. She’s the founder and Creative Director at Xanadu, a mobile strategy and design consultancy helping to guide app developers to success in a rapidly-changing, often chaotic mobile ecosystem.

We asked her a few questions about how mobile developers can measure and address their product’s performance in an environment that is both incredibly competitive and rapidly changing. She provided some basic answers for us here and will go into more depth at the conference.

LSC: You've spoken before about strategic failures--where people build the wrong product--versus tactical fails, where people build the product wrong. This is a great distinction; so how can a mobile app developer know which of these is their particular problem? In other words, are there dead giveaways that the problem with an app is strategic rather than tactical?

Mariya: A strategic failure occurs when--as Paul Graham is fond of saying--you build a product no one wants. This means that you can't easily get users through the door despite solid marketing efforts, they aren't proactively inviting their friends and colleagues, or no one is paying for your product. A tactical failure occurs when you do grow quickly or easily attract passionate users, but see major drop-offs at key points in product usage due to poor implementation and user experience.

When you build a product that is clearly performing poorly from the get-go and you've ruled out basic technical, marketing, or executive issues, it's very likely the product is a strategic fail. However, what often happens is a startup builds a product people like but don't love. They'll typically appear to do well early on, but won't have enough of a passionate following to achieve meaningful growth or revenues.

There are two questions that I recommend startups use to differentiate between being liked versus being loved. First is the question Sean Ellis popularized, where you ask your users, "How disappointed would you be if you could no longer use our product?" and have them answer with either, "Very Disappointed," "Somewhat Disappointed," "Not Disappointed," or "I no longer use the product." Sean did research across hundreds of startups and discovered that companies that had fewer than 40% of their users answer "Very Disappointed" tended to struggle with building a successful and sustainable business.

The second question is known as the Net Promoter Score, where you ask your users, "On a scale from 0-10, how likely are you to recommend us to your friends?" You mark those who answer 0-6 as Detractors, 9-10 as Promoters, and 7-8 as Neutral. Your Net Promoter score is the percent of Promoters minus your percentage of Detractors, which should be a number between -100 and +100. The world's most successful companies typically score around +50, and top performing tech companies like Apple, Google, and Amazon regularly score over +70.

LSC: You've also spoken before about the fact that mobile apps suffer a major dropoff in engagement between opening the app and registering it. When that happens, what has a developer typically failed to validate before this step? How can they test for this in the app development?

Mariya:  The drop-off between opening the app and registering tends to occur because an app developer doesn't clearly communicate the value of their app before demanding that a user put in work to register an account. This is a violation of the "give before you take" principle that governs social interactions.

For example, you'll often see apps where the very first screen is a Facebook-only login screen. Most of the time, all you see here is the title of the app, some vague background image or tagline, and this big Facebook Connect button. While social registration can be easier than regular registration, you're also asking users to give you access to their social data before you've clearly shown them WHAT your app does and communicated clearly WHY they should hand over sensitive information.

Imagine if a random stranger comes up to, someone you know nothing about, and immediately demands to know your birthday, your relationship status, and all your friend's email addresses. Obviously that'd be wildly off-putting and you'd refuse his request. That behavior is socially awkward for people AND socially awkward for apps, and the numbers show this. The typical drop-off rate at these kinds of Facebook-only login screens is about 30% and I've even seen cases where it is over 50%.

My advice for developers who want to combat this immediate drop-off is to test different kinds of onboarding flows for brand new users and try to delay registration until user data is absolutely needed. There are many apps that deliver plenty of utility and value without mandating that a user create an account up front. Great examples include Yelp and Flipboard. Others like Airbnb allow you to browse listings to your heart's content and only require registration when you are at the last step of completing a booking. That said, there will always be categories of apps — such as social networks or messaging apps — that require a user's identity in order to deliver value. In those cases, I'd recommend testing very short "Learn more" overviews prior to registration and optimizing your social invite flows, as they will often be the most compelling ways to get new users over the registration hurdle.

If a developer has a live product with sufficient usage already in the market, I'd recommend running several split tests with delayed registration if he or she hasn't already. For developers who are still in early ideation phases and are building utility apps that don't require user identification, one quick way to get early feedback is to create a multitude of paper prototypes on index cards that test different opening flows and show them to potential users in the app's intended context. For apps that are social or require a user's identity to be useful, a prototype needs to be more fully fleshed out to give meaningful test results. Here I'd recommend developers build as minimal as possible of an HTML5 app, hook up all the requisite analytics, and test as early as possible for retention on the core action loop they want their users to take. For less technical developers, I'll be covering some methods and tools to get functional prototypes built with less dependency on engineering know-how.

LSC: You do a lot of work in helping app developers create longterm engagement. Do you have examples of app-specific measures that developers really should pay attention to (and maybe generally don't) in order to validate customers' engagement?

Mariya: Compared to desktop usage patterns, mobile apps tend to see more frequent sessions but significantly lower session lengths. For example, a product that has both a desktop and a mobile presence might see desktop users visit 10-20 times a month for session lengths of over 10 minutes on average, whereas on mobile they might see users visit 30-50 times a month for less than 60 seconds at a time.

Another difference you'll see is that people will visit hundreds of websites in a month on desktop, but their bandwidth for apps is much more limited. On mobile, despite the fact that there are millions of offerings in the app stores, the average consumer only uses about 15-20 different apps per week on a regular basis. There's a limit on both the real estate on a mobile user's home screen and their capacity for adopting new apps for habitual use.

Thus for many types of mobile apps, the holy grail is to become a daily habit for users. For your app category, you want to be the "go-to" app that users depend on. Aim to get your users to come back every day, maybe even multiple times a day, in order to have a shot at broad long-term retention. A popular metric for measuring retention in the mobile games industry is DAU / MAU, or daily active users divided by monthly active users, and I highly recommend that consumer-facing mobile app developers keep track of that metric as well.

LSC: How can app developers, particularly those working in a cross-platform environment, quickly test and validate new features and processes?
 
Mariya: Moving quickly across multiple platforms is tough because development and testing are both so much slower and more bug-prone than on desktop or a single platform. Generally speaking, I'd advise developers to focus on nailing the product experience on a single platform first before becoming too ambitious on the cross-platform front, but occasionally you come across apps whose value comes from being ubiquitous.

Regardless of what app or feature you want to test, I'd recommend you first follow Eric's advice in The Lean Startup and clearly identify your hypotheses and unanswered questions. Then you should decide effective ways to test your assumptions and pre-determine what your metrics of success should be in order for you to make a go or no-go decision to build. Much of this is the same whether you are building for mobile or web, though on mobile there are some specific tactics and tools you can use to prototype aspects of your new products or features quickly that I'll share in my talk at the Lean Startup Conference. I shamelessly encourage all of you to attend my session on "Rapid Iteration on Mobile" if you'd like to learn more.

LSC: Let's say an app has 2,000 monthly active users and a simple function those people like—but the developer has done some testing and thinks there's a much bigger market in a related but different product. How would you recommend that the developer pivot to the new idea without losing all of the existing customers?

Mariya: My advice would heavily depend on the resources--time, money, and engineering prowess--that the app developer has available and what the growth metrics and business model look like for this existing app with 2,000 MAU. For the vast majority of social games or consumer-facing mobile products, 2,000 MAU is probably too low of a user base to sustain a real business model as typically only 1%-5% of your users will convert to paying customers and advertisers aren't usually enticed into partnerships unless your numbers are well into the millions. If there aren't real drivers of long-term growth behind this app, it may be the right (albeit incredibly tough) strategic decision to pursue a higher potential market even if it means abandoning some early wins.

That said, there are many ways to test new products and markets relatively cheaply so any major pivoting decision can and should be vetted thoroughly. If the new app idea is closely related to the existing one, the app developer should try cross-promoting the new product to his existing user base. 2,000 MAU is a ripe field for recruiting potential users and conducting user research and usability studies. He or she may even choose to launch the product in parallel with the existing one if the company can manage to do this without sacrificing too much momentum or morale. By comparing the live performance of both products in the market, you'll get the most accurate data to inform your strategic product decisions.

For an existing product on mobile, there are many ways to segment your audience to test new features. One of the most popular is to release an app in a limited number of countries, such as Canada or New Zealand, prior to a global launch. Another is to "white-label" your app and release parallel apps in the same market that test different value propositions. Yet another is to test with mobile web apps or Android apps first prior to officially launching. For example, pushing new changes out on Android is typically much faster than with iOS so it's popular, especially with mobile game developers, to fine-tune apps on Android rather than starting with iOS.

--
Learn more at The Lean Startup Conference, December 9 - 11 in San Francisco. Register today.
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Prediksi Hasil Pertandingan AC Milan vs Barcelona UEFA Champions League 2013/2014 - Pekan depan nanti Liga Champions Eropa akan menyajikan pertandingan-pertandingan besar yang salah satunya menyajikan pertemuan antara salah satu tim raksasa Italia dengan Spanyol, yaitu AC Milan vs Barcelona. Pertandingan AC Milan vs Barcelona rencananya akan digelar pada tanggal 23 Oktober 2013 mendatang, tentu saja pertandingan ini sudah sangat banyak dinantikan oleh para penggemar sepakbola di seluruh dunia.

Saat ini kedua tim sama-sama belum menelan kekalahan di 2 pertandingan awal babak penyisihan grup Liga Champion 2013-2014. Barcelona masih memimpin diposisi pertama setelah pada pertandingan sebelumnya berhasil mengalahkan wakil Belanda, Ajax Amsterdam dengan skor telak 4 - 0, dan menang tipis atas Celtic 1 - 0. Sedangkan 2 laga awal yang dilakoni AC Milan pada Liga Champions musim ini berakhir dengan 1 kemenangan saat menghadapi Celtik, dan 1 hasil imbang melawan Ajax Amsterdam.

Pada laga pekan depan nanti, tentu kedua tim sama-sama ingin meraih hasil yang sempurna, karena selain untuk mengamankan posisi pertandingan antara kedua tim tersebut tentu saja syarat akan gengsi bagi keduanya.

Head to Head AC Milan vs Barcelona sendiri masih sedikit diungguli oleh Barcelona dengan 2 kemenangan. Kedua tim telah 12 kali melakukan pertemuan dimana Barcelona berhasil mengemas 5 kemenangan sedangkan AC Milan baru berhasil memenangi 3 laga, dan 4 pertemuan sisanya berakhir dengan hasil imbang.

Dan berikut adalah 5 pertemuan teraakhir AC Milan vs Barcelona
13/03/13 LCU    Barcelona     4 - 0    Milan
21/02/13 LCU    Milan         2 - 0    Barcelona
04/04/12 LCU    Barcelona     3 - 1    Milan
29/03/12 LCU    Milan         0 - 0    Barcelona
24/11/11 LCU    Milan         2 - 3    Barcelona

Barcelona masih unggul dalam 5 pertemuan terakhir dimana kelima pertandingan tersebut adalah pertandingan di Liga Champions yang kedua tim lakoni selama 3 musim berturut-turut. Dan drama masih berlanjut pekan depan dimana kedua tim kembali tergabung dalam 1 grup di babak penyisihan grup Liga Champions 2013/2014 musim ini.

Nah bagaimana ? Jangan sampai melewatkan pertandingan big match AC Milan vs Barcelona tersebut ya? Siapa menurut anda yang akan memenangkan Hasil Pertandingan AC Milan vs Barcelona nanti?
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After doing such a great job folding the egg whites into this apple and cheddar soufflé batter, I celebrated by dropping a measuring cup into the bowl. By the time I fished it out, cleaned the sides of the bowl, and shook my fist at the heavens, I’d lost a lot of micro-bubbles.

I pressed on, and despite my tragic encounter with gravity, the resulting soufflés were simply fabulous, which just goes to show that maybe we need to relax about this whole folding thing. Sure, more bubbles would make it go a little higher, but if you’ve never made a soufflé before, I hope this gives you some new-found courage.

By the way, I don’t know why most similar recipes call for extra egg whites. Actually, I do know; it’s to make them more visually impressive, but I think this dilutes the flavor. I use about half the egg whites normally called for, and these are still light as a feather.

If you decide to give these a whirl, please promise me you'll use a great cheddar. I used a sharp and creamy Cabot, but any other quality, aged cheddar will work. These apple cheddar soufflés are very versatile, and would make a great appetizer, a special holiday brunch starter, or deliciously different dessert. I hope you give them a try soon. Enjoy!

Ingredients for 4  (I used Le Creuset 4 3/4-ounce size):

For the apples:

1 tbsp butter, heated until edges start to turn brown

1 apple, cubed

1 tbsp sugar

For the batter:

2 tbsp flour

2 tbsp butter

1 cup milk

1/2 tsp salt

pinch freshly ground black pepper

pinch cayenne
pinch nutmeg

3 oz sharp white cheddar, or almost 1 cup grated

2 eggs, separated

Bake at 400 degrees F.  for about 22 minutes

*Assuming you don’t drop a measuring cup into your folded egg white fluffed batter, you should have about 2 cups of batter. You can divide each 1/2 cup portion into whatever sized ramekin you have, but a 4 3/4 to 5 oz size is ideal. Basically, when it’s fully puffed and browned, it’s done. And for goodness sake, serve very warm, but not piping hot!

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Video Hasil Pertandingan AS Roma vs Napoli Liga Italia Serie A 2013-2014 - Pertandingan babak pertama antara tuan rumah AS Roma melawan Napoli berakhir dengan keunggulan tipis 1- 0 untuk tim tuan rumah. Pertandingan berlangsung dengan tempo yang cukup cepat, serangan demi serangan baik dari tim tamu maupun tuan rumah silih berganti terjadi.

Banyak peluang tercipta baik untuk AS Roma maupun Napoli. Bahkan untuk Napoli, tercatat setidaknya 2 kali peluang emas tercipta, sayang peluang pertama masih dapat dimentahkan pemain belakang AS Roma, sedangkan peluang emas yang kedua masih membentur tiang gawang AS Roma.

Menjelang babak pertama usai, dimenit injury time babak pertama pemain Napoli melakukan pelanggaran diluar kotak pinalti sendiri, sekitar 25 M jaraknya dari gawang. Pelanggaran tersebut selain menyebabkan kartu kuning untuk pemain Napoli, juga membuat Napoli menjadi tertinggal 1 gol. Adalah M. Pjanic yang mengeksekusi tendangan bebas dari luar kotak pinalty tersebut. Tendangan bebas indah Pjanic membuat AS Roma sementara ini unggul atas Napoli dengan skor 1 - 0.

Hasil akhir pertandingan AS Roma vs Napoli masih akan ditentukan 45 menit babak kedua mendatang. Dan tentu saja masih banyak kemungkinan yang terjadi. Permainan dibabak kedua nanti sudah pasti tak kalah menarik dengan permainan dibabak pertama. Bagi anda yang tidak sempat menyaksikan secara langsung pertandingan big match AS Roma vs Napoli ini, esok hari anda bisa coba buka youtube untuk menyaksikan Video Hasil Akhir Pertandingan AS Roma vs Napoli, biasanya akan langsung ada yang upload.

Untuk saat ini sekian dulu informasinya, mau lanjut nonton dulu :D
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Assalamu'alaikum WBT

Alhamdulillah, tahun hadapan Planner Shoutul Ikhwah sekali lagi akan diterbitkan.

Perkenalkan Planner 2014 Shoutul Ikhwah.

Kali ini dengan lebih penambahbaikan. Dapatkan sekarang!

Disertakan juga video How To Use.

Dan testimoni kelebihan planner ini daripada sahabat baik saya, Akh Fakhrullah Mawardi.

Nantikan lebih banyak video-video testimoni daripada pengguna.

Pengedar diperlukan!

Like kami di Facebook: https://www.facebook.com/shotulikhwah

~End Of Post~

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People are asking if you can make larger loaves, and the answer is a definite yes. Here you see a batch of dough made into two larger baguettes, which took about 20 minutes to bake, I think. I should have timed it for you, but I was mesmerized by their beauty as I kept peeking to see if they were done, and never checked the clock. It's hardly my fault.

You can also make one giant loaf, but may want to reduce the temperature to 450 F., since the baking time is going to be longer, maybe 35-40 minutes or so. By the way, you can always test with a thermometer, and pull the bread at an internal temperature of 190-200 F. Enjoy!

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I decided to share a little glimpse into how I put together my Parent/Teacher conferences each year!

First, I start out by sending home this parent/teacher conference request form.

When the parents return this form requesting a parent/teacher conference I schedule their conference and send home an appointment notice letting them know the day and time their conference is set for. 

I also send home this parent questions and concerns form.  This really helps me make sure I am not caught off guard by any questions the parents might have and make sure I have all the resources available to answer their questions during their conference time.  

Before conferences I put together a folder for each child that has all the information, paperwork, etc. that I am going to discuss during conferences with the parents. 

Each folder has….

...a benchmark note that explains to the parents the different tests and data we use to measure how a child is performing academically.  It explains the data and where a first grader should be at this point in the school year.  It also lists how their child is performing at this time.

...Printable reports such as their child’s Accelerated Reader reading report, STAR Reading level report, report card, etc.

 

...An evaluation of how their child’s work habits and behaviors are at school.

...Handouts and ideas on how they can help their child at home.  This might include sight word practice pages, handwriting practice pages, math fact practice, reading fluency pamphlet, writing prompts, non-sense word practice, syllable count practice, etc.

 
 

 
 

 

 

 

During conferences I set out this bulletin board outside my classroom door.  This bulletin board has helpful information for parents to read while they are waiting for their conference time.  The bulletin board includes handouts and practice pages they can take home to help their child at home.  Many parents want to help their child at home, but just don’t know how.  These handouts and practice pages give the parents easy ways to help at home.

Click HERE to download my Parent/Teacher conference forms, bulletin board, and practice pages on my TpT store!

...

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تحميل ملف الكتاب
(انقر الرابط بالزر الأيمن للفأرة واختر "حفظ الهدف باسم" أو "Save Target As")

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بطاقة الكتاب :
العنوان : الجامع لأحكام القرآن .
تأليف : أبي عبد الله محمد بن أحمد الأنصاري القرطبي ( ت 671 ﻫ ) .
الناشر : دار الكتب المصرية .
الطبعة : الثانية ( 1353ﻫ / 1935م ) .

لتحميل الأجزاء :
1 ، 2 ، 3 ، 4 ، 5 ، 6 ، 7 ، 8 ، 9 ، 10 ، 11 ، 12 ، 13 ، 14 ، 15 ، 16 ، 17 ، 18 ، 19 ، 20 .

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Whenever someone asked me why I hadn’t done a baguette video yet, I’d tell them because you just can’t recreate an authentic loaf of French bread at home. 

I’d explain about the water, the flour, the centuries old starters, and the steam-injected ovens. I told them what I’d been told; that it was simply impossible, or as the French say, "impossible!"

That was, until I actually tried to make some. Much to my amazement, not only was it possible, it was really pretty simple. The key is water. That goes for the dough, and the baking environment. The dough must be very sticky, as in hard-to-work-with sticky. This is nothing well-floured fingers can’t conquer, but I did want to give you a heads-up.

Besides the water content in the dough, the oven must also be moist. This humidity, in addition to some occasional misting will give the crusty baguettes their signature look. How does this work? You know how when someone pours water on the rocks in a dry sauna, and suddenly it feels way hotter? It probably has something to do with that.

Anyway, who cares why it works, the important thing here is that real, authentic, freshly-baked baguette is now an everyday reality. One thing worth noting; I adapted this no-knead version from a recipe I found herelast year. The original is in metric, so I’ve converted it, but also included the original flour and water units in case you want to get it exact. I hope you give this easy, and so not impossible baguette recipe a try soon. Enjoy!

For 4 smaller or 2 large baguette:

1/4 tsp dry active yeast (I used Fleischmann's Rapid Rise Yeast)
(Note: if you want to use a traditional bread technique, add the whole package of yeast (2 1/4 tsp) and proceed as usual)

1 1/2 cups water (325 grams)

1 3/4 tsp salt

18 oz by weight all-purpose flour (500 grams), about 4 cups

- Mix dough and let rise 12-14 hours or until doubled

- Punch down and shape loaves, let rise covered with floured plastic 1 to 1 1/2 hr or until almost doubled

- Bake at 550 F. about 15 minutes or until well-browned

- Spray with water before baking, at 5 minutes, and at 10 minutes during cooking time

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Guest post by Lisa Regan, writer for The Lean Startup Conference.

As Lean Startup methods have been used now for a number of years, we’ve become increasingly interested in how companies use them to sustain growth. That is, once you’re no longer a small company and you have some success, how do you execute and continue to grow through innovation? Next Tuesday, October 22 at 10a PT, we’ll take a look at this advanced entrepreneurship question. In a webcast conversation, Lean Startup for Growing Companies, Eric Ries will talk with two Lean Startup Conference speakers: Wyatt Jenkins, VP of Product at Shutterstock, a stock photo site that has become one of the world’s largest two-sided marketplaces, and has expanded since its founding in 2003 from a single development team to 12 cross-functional teams spanning all phases of product development; and Ari Gesher, a senior engineer at Palantir Technologies, which specializes in data-mining software for a diverse set of problems across verticals, including disaster recovery work recognized by the Clinton Global Initiative, and has grown since its founding in 2004 to over 1,000 employees and undisclosed revenues reported to be approaching $1B today. The webcast is free with registration and will include a live Q&A with attendees.

Below are excerpts from conversations we had with Ari and Wyatt about their growing companies and about some of their suggestions for staying with Lean Startup as you expand:

When we asked Ari to talk about how he addressed some of the challenges of growth at Palantir, he gave the example of developing iterative cycles that could accommodate a scaling company:

Ari: At Palantir, we've had to tailor our software development process over time to deal with the scale of the team and the scale of our core software products. Each plateau of scale has required adjustments--changing or dropping an old process that wasn't working or creating a new process to deal with novel challenges. One good example is the way in which we've adjusted the length of different phases of our agile sprints. We don't follow a set agile methodology, but rather follow a more home-grown, minimal version of various approaches. We work in prototypically four-week iterations, with quality engineers and software developers working in close collaboration.

It wasn’t always this way. Palantir is a deep technical play and we had a lot of code to write just to fill out the product vision that we had already validated with potential customers; it took us two straight years of development to go from early prototypes to software that could be used in production. In these halcyon days, we weren't using iterative cycles as there was often nothing that could be tested for long periods of time (aside from unit testing, of course). During this period, the Palantir Gotham team grew from five developers to around 35.

This finally bit us after a four month stint of development blew through its testing schedule by a factor of four: two scheduled weeks turned into two months before the product reached stability.
So what was going on? Software development is all about managing complexity and the bigger and more mature the codebase gets, the more complex it gets. The interconnectedness had come to a head, such that new code was much more likely to disrupt existing code than ever before. As we started looking at bug counts something else became clear: we could now create bugs faster than we could find them.

We had finally hit the point where we needed to impose clear process - process whose main goal was to ensure that software stayed stable. But we couldn't have identified this without having clear metrics (that high bug count) to assess our development process. The result was a new process of four-week iterative cycles all about throttling new code. Here's the simplest form of that cycle:

• Week -1 - Planning/End-of-Cycle - Software engineers are planning: writing specifications, doing light prototyping, and experimentation. During this week, quality engineers are attending planning meetings but also doing end-of-cycle testing of the previous iteration - the final testing on an internal release before it's deployed to our dog-fooding systems.
• Week 0 - New Feature 1 - Software engineers are busy building brand new features. Quality engineers are writing up test plans based on the specifications and creating test data (if necessary). By mid-week, the software engineers have to deliver something testable so the quality engineers can start testing and (of course) filing bugs.
• Week 1 - New Feature 2 - Development and testing continue together. By the end of the week, the new code should be stable, with all filed bugs fixed.
• Week 2 - Regression - Software engineers start paying off technical debt by attacking a queue of existing bugs. Quality engineers make full regression passes through the software, looking for old functionality that may have been impacted by the new changes this iteration.
• Week 3 - Planning/End-of-Cycle - See Week -1.

Software is an interconnected system and thus a change can reverberate through the codebase with a super-linear, potentially quadratic complexity. A good analogue is air resistance, which has a quadratic relationship to velocity. If you've ever ridden a motorcycle, you know that at low speeds you hardly feel the wind. As you hit 45 mph, it starts pushing on you. At 65 mph, it's like having a large animal sitting on your chest.

The new process let us manage the velocity of change in the codebase low, keeping the resistance manageable.

More important, the iteration framework gave us something like a meta-process: we could try new ideas about how to manage development process and measure them against historical data to see what could further optimize the process.

Note that the iteration template above is our prototypical iteration. What started as a four-week cycle has since expanded to five-week cycle — adding a second week of regression to pay down technical debt. For the final iteration that turns into an external release, we push out to a six-week cycle, adding an additional week of testing: end-of-release testing.

We asked Wyatt about his experience with testing at Shutterstock, and the best ways to approach it in a growing company:
 
Wyatt: The concept that your "big idea" is nothing but a hypothesis until we test it is a part of the Shutterstock culture. We learned some hard lessons via A/B testing, but realized quickly that the pace at which we could perform tests and the systems for reading tests had to be both excellent and easily accessible by many different groups in the organization. Because of this (and because we believe our data is a competitive advantage that we don't want to share with third parties), we chose to build many tools ourselves. At this point, we have our own open-sourced click tracking "lil brother," an internal data visualization tool built on Rickshaw, as well as an A/B testing platform called Absinthe. We pride ourselves on the speed of testing hypotheses and reading those tests. Shutterstock is in a competitive market, but we have the most traffic and the most usage, meaning that we can run more tests (achieve significance sooner) and learn faster than our competitors.

The upshot of this is that speed matters if you hope to build, measure and learn faster than your competition. As Shutterstock has grown, there are a few key elements to our continued development speed:

• Small, autonomous teams: The more a team can do on their own, the faster they can go. The hand-offs between teams are (mostly) eliminated, and close-working autonomy creates a good startup vibe as well.
  
• Continuous deployment: A key component of speed is to keep pushing out work. This has kept us lean as well—we don't have release trains, and code generally goes live to the site every day of the week.
• Don't get religious about process – just continuously improve. You need to strike a balance between process and problem-solving. You don’t want to get so committed to a particular process that you can’t adapt to problems as they actually present themselves. So, depending on which team you are talking to at Shutterstock, we may be Lean Startup or Agile or Kanban or some other method depending on the type of problem that team is designed to solve. But that doesn’t mean that we don’t take these ideas seriously. You want to be flexible enough to change your process across teams as you scale--but as a rule of thumb we question every new bit of process someone tries to add because process is easy to add and very difficult to remove once it's in place. For that reason, it’s important to go with methods, like Lean Startup, that have proven results for the kind of problem that team is trying to address.

On Customer Development in a growing company, Wyatt offered the following advice: 

Wyatt: We've employed a number of systems in the organization that keep all of us close to the customer. As we've grown, we now have a great qualitative research team dedicated helping us stay close. There are 5-10 customers in our office (or remote) per week for developers, product owners and marketers to speak to and validate learning. The important aspect of scaling customer development is to build it into the process and make it so easy to put your idea in front of a customer that everybody does it. Skip the focus groups--they don't work and they take too long to set up. Create a steady stream of customer input that anyone can dip into.

Ari also talked about the changes in the information flow as a company grows, in his case thinking of it moving in a variety of directions--between the company and its customers, certainly, but also between the company and its own internal teams, or between parts of the company itself:
 
Ari: One of the biggest effects of scale has to do with internal information flows. For example, a small team of four people starting work on a product has it easy. By just sitting in one room, they can have amazing shared situational awareness. There's two things at work here: as new information comes into that room, it's as easy as an offhand comment or a lunch conversation to share. The second thing is that it has no history - everyone on the team is starting from a place of zero knowledge and accumulating context as it arrives.

I joined Palantir when it was one room and fifteen people--the above model was still pretty functional. We all knew a lot about what was going on. Things like shared meals helped us stay in sync such that the knowledge about everything from the state of the product to the outcome of our last meeting with potential customers was pervasive.
Another interesting feature of those early years: most of what we needed to know was outside the company.

Growth changed all that. We've been building the company for almost ten years now and we have three major locations in the United States, as well as about half-a-dozen overseas offices. Over a thousand people work here now.

Most of the information that most of the people need to do their jobs is actually generated inside the company now. We have a long history and so new employees have to spend a long time getting up to speed on the why, what, and how of everything that we do. As a result, we've had to designs process, protocols, and infrastructure to make sure that critical information flows to the right people in a timely manner. We've had to design and implement training programs to help on-board people to our culture and technology. We have a blog that's internal-only to capture important stories for prosperity. We have a dizzying array of email lists and careful protocols about which lists get copied to make sure we can maintain a shared situational awareness that can only hope to approach what we had when we were in one room. We have an internal directory that lets people tag themselves with the things they know about--often learning is about finding who knows the answer and can explain the full why (not just the what) of something.

And none of that addresses exactly how the company as a whole learns from the world. There is now an immense flow of information coming in from the world, about how our product is working (and not working), about how our software is solving customer problems.
There are two teams that handle the bulk of the learning that comes in from the field: Support and Product Navigation. Both of these teams are collating, distilling, and turning into knowledge the information flowing from the field.

Unlike most support teams, the [Palantir] Support Team is not contacted by end users but instead by our people in the field. Our model is to place Forward Deployed Engineers (FDEs) on customer sites to add with integration of data, customization of our platforms and applications to a specific task, and training of the customer's analysts who will be the end-users of the system. If an FDE runs into trouble with the product or a novel situation that we did not anticipate, they contact the Support Team, who handles both resolving the situation, communication with the product team and documenting the knowledge gained in this situation so it can be avoided in the future.

The Product Navigators are responsible for understanding the use cases that are covered by our products--the gaps, what new features we need, what's working, what's not. This is not bug tracking but more along the lines of customer development and guidance to the product team on what to build next. They collate, distill, and prioritize information coming in from the FDEs and product instrumentation about how well the product is actually solving customer problems, what features are in use (or that users don't understand). This is a part of what many other organizations would call product management, but we decouple the learning portion of that discipline from the design portion (handled by product designers and engineers based on the knowledge created by the Product Navigation team) of product management.

Both of these teams were created to handle the sheer scale of information coming in from the field as our customer base as grown from zero to where it is today.
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Register today for our free webcast to join Eric, Ari, and on October 22 at 10a PT. For even more Lean Startup learning, register for The Lean Startup Conference, December 9 – 11 in San Francisco.









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