I'm a fan of configuring things for display through Drupal's admin UI. It gives site builders confidence and power. What if you want to place blocks or views listings in amongst fields on pages of content? For example, to display:
- A listing (view) of related content, such as accessories for a product
- A standard contact block, advert, or some other calls to action in the middle of the content, exactly where the user is best 'caught' in their journey, rather than having to stick those in sidebars or after all the content fields.
- Some specific value(s) pulled from fields on some indirectly related entity, through a token, such as details from a taxonomy term representing the 'section' that a page is in.
- Consistent relevant links on user profiles to take people to common destinations
Drupal's usual blocks system allows you to put these in sidebars or above/below the usual node fields, but not between them. You could use a 'heavyweight' system like Layout Builder, Panels, or Display Suite, but those tend to entirely change the way you configure or edit your content. You could get a developer to override twig templates or write custom PHP. But is there a middle ground?
Well, of course! You might have noticed some modules already allow their page additions to be moved around amongst the usual fields on content. See these rows without widget or format settings in this following screenshot, which aren't for ordinary fields at all? Wouldn't it be great to be able to add your own?
This is where the Entity Extra Field module (entity_extra_field) comes in. It supports embedding blocks, views or values to be replaced via tokens. So a site builder can set these up to be managed just like ordinary fields on the page (whether it's a node, term, paragraph, or any other type of content). Each one would act as a sort of 'pseudo-field', rendered as part of a display mode amongst the ordinary fields. It also works for form modes - so you can display useful content beside existing field widgets, perhaps displaying relevant related data to editors in the places that they would be entering content about that data.
Entity Extra Field supports visibility conditions (just like blocks, but for views & tokens too) and passing & selecting contexts for blocks. These give it quite a lot of power - for example, to conditionally hide a field rather than just using Drupal's ordinary display settings for it. So I believe this module does a better job than the older EVA module (for views), and my own similar EBA module (for blocks) did. In fact, I recommend that anyone using my EBA module in D7 should use Entity Extra Field in its place when moving to Drupal 9. Here are some screenshots of its interface - first for selecting a view to add to content:
And for choosing a block to display - in this case, a custom one that requires a context:
Each 'Extra field' gets shown on all entities of the type/bundle they are configured on. So there's no need to constantly remember to add a common block or view every time you create/edit a page. If you do want to have different ones on different pages, then you should use Views Reference or Block Field. These modules provide true fields for editors to choose which view/block to display on each individual page.
The code inside Entity Extra Field uses hook_entity_extra_field_info(), which acts just like its Drupal 7 predecessor, hook_field_extra_fields(), which I've written about before. So you could write code using that to add your own page additions too - but given that blocks, views, and content accessible via tokens are possibly the most common things to embed, that suddenly feels unnecessary. Even as a developer, I'm glad to avoid writing code that would need maintaining anyway.
I've been privileged to be able to contribute fixes & functionality to the Entity Extra Field project, resulting in a recent new release. My time for that was essentially sponsored by ComputerMinds and one of our clients who would use this site-building capability, especially around block contexts. So thanks to them! And of course a big thank you goes to Travis Tomka (droath) for making the module, and accepting my many issues & patches!
Musician, producer, and Twitch star Katt Strike chats to Wireframe magazine about video games, toxicity online and the appeal of streaming. What’s your favourite game? Oh, that’s a very hard question! I’d have to narrow it down between Fallout: New Vegas and The Legend of Zelda: Majora’s Mask. And why is that? What is it…
The post Meet Katt Strike: Musician, producer, and Twitch streamer appeared first on Raspberry Pi.
One of the goals of our blog posts is to spread the word about the best web development practices. When it comes to the best practices for PHP-based CMSs like Drupal, the famous package manager Composer is always on top of the list. Some time ago, we published an article about the superpowers of Composer in Drupal development but would also like to dedicate a special post to its new release. Read on to see why it’s a great idea and how to upgrade to Composer 2.Why upgrade to Composer 2
Composer has been around for 8 years performing its mission of a great assistant to developers in installing, updating, or removing all kinds of PHP packages. The major new version of this dependency management CLI tool was released in October 2020.
If you’re running Drupal + Gatsby.JS website, you’ll inevitably change the URLs of some of these articles (i.e. by changing the title) → and this will change the slug (URL) →and this will cause 404s (i.e. break all Social Media posts, etc). There’s a way to fix it.The Reason
This depends on the case, in my case (and many other examples I’ve seen) - the slugs are generated by using Drupal's path aliases. And Drupal’s paths depend (usually) on the node’s title.
This has unforeseen consequences, once you change the title, the path is changed too and on the next build, Gatsby will stop recognizing the old paths, resulting in 404s. This happened to me - when I wanted to rename the initial article as “Part 1” (because I’ve written a “Part 2” later), all my social-media posts were broken and Goo...Read the Full Article
While some prefer iced coffee, few like a cup of Joe that’s been sitting out for too long and has simply stabilized to room temperature. To ensure his beverage is up to snuff, YouTuber Make Fun Stuff has created his own non-contact temperature display for his desk. The device features a brass rod circuit sculpture […]
The post This freeform sculpture doubles as a drink temperature monitor appeared first on Arduino Blog.
What is the cloud? Here's everything you ever needed to understand what cloud computing is, and how it works with IoT, Arduino and electronics projects.
The post What is cloud computing, and what does it do for IoT? appeared first on Arduino Blog.
Is it possible for us to finish everything we start? Is it possible for us to achieve every milestone that we set for ourselves and stick to every new year’s resolution we make? In a perfect world it would be, but sadly we do not live in a perfect world.
And it’s not necessarily a bad thing to take a step back from a project you know you won’t be able to finish. I started painting my room when the pandemic began as a way to waive off the boredom, and half-way through I realised painting wasn’t for me. It was too exhausting and I wasn’t even good at it and most importantly it made me lose focus from my actual paying job. You can write a lot when you have paint all over your work desk, trust me.
So, these unfinished projects have to be taken on by someone else, right? You can’t leave the room half painted, that would be a look the 21st century isn’t ready for. So what happens? Do you hand over the paint and the brush to the person taking over and forget about it? Not exactly.
There are a whole bunch of things that you have to relay during the handover and keep a diligent eye on the new person to ensure that he is taking the project into the desired direction. You have to have the room painted as you had initially planned, you can’t expect a subtle lavender theme to turn out to be a neon orange at the end; that’d be a catastrophe of the highest order.
Now, we won’t be talking about painting rooms throughout this article. No, what we will be talking about is the way project managers handover business projects that are work-in-progress. What are aspects they focus on during the transition of duties, so that they do not affect the project’s completion? And does the transfer actually become fruitful for the project? Finally, I’ll share some instances from OpenSense Labs, wherein our project manager had to handover a project. So, let’s start.The Handover Begins With Knowing the Company
If we look at project handovers, there are two scenarios that basically decide how much work it is going to take from the project manager himself.
- One of them is when a project is being transferred to a PM who is already a part of the organisation.
- And second is when a new project manager is hired within the organisation to take over an already in-progress project.
The first step we are going to discuss isn’t really necessary for the first scenario, but quite crucial for the second. And that is the knowledge of the company, its mission, its way-of-conduct and its overall cultural dimension.
Someone who has been a part of the organisation, even if it is for a little while, would already be familiar with it; however transferring project ownership to someone new would have to go through an acclimation process and that is what this step of project ownership transfer is all about.Why is this acclimation important?
Because it provides perspective
Being familiar with the organisation’s vision gives a perspective on things for the PM that he otherwise may not get. This perspective is important for things to sail smoothly throughout the remaining life of the project since it’d provide you with a purpose along with an overview.
Because it helps in communication
Every organisation has its own culture. At OpenSense Labs, we follow the opposite of a traditional work culture with stringent rules and regulations that limit the scope of projects and employees. Liberty, openness and equality are some adjectives that would describe OSL’s office regime. This culture is directly related to how communications go down the hierarchy. Being familiar with it helps new PMs to fit in with the team and take things forward in a way it is used to.
Because it helps in decision making
When you study the company you are going to take a project from, it would help you make better and more informed decisions without any disruptions.Source: Toptal
The above image talks about some of the daily decisions a PM has to make, and knowing how to make them would make his/her work a lot easier.Familiarising Yourself With the Nuances of the Actual Project Is Next
Now, you know the company, but do you know the project and what place it has in the company’s revenue stream? Knowing that is the next stage of project ownership transfer. This is also referred to as the knowledge transfer or at least its beginning.
Your organisation is going to have a number of projects running at all times, they could be about helping small entrepreneurs become more successful, however, all of these projects cannot be at an equal level of prominence. Some would be high priority and some would be on low. Identifying the significance of your project is what you would need to do first.
Once you have done that, you can start looking at your own project with a fine tooth comb. You would need to know everything about it to ensure that the outcome is what is expected. Start with the generic nature of the project.
What is the project type, in-house or external?
What does the target audience look like?
What is the marketing strategy?
What are the competitors providing?
An answer to all of these questions will help you get a better understanding of the project. When you have that, then you have to dig deeper into the transition and learn about the change, everything preceding it and everything that has to follow.
What kind of progress has been made in the project?
Which aspects of the project are outstanding?
What tools and processes were being followed?
What are the restrictions and blockers holding that project back?
These questions are extremely important to ask as they would help you in knowing the deadlines and reaching them on time. Being familiar with all the issues hindering the project completion, be it about the team or client communication, won’t let you get blindsided, which can happen after a takeover.Then You Get Acquainted With the Stakeholders and the Team
In every project transfer, there are people who play a significant role in its completion. These are the people who are essentially responsible for all the work that goes into the project and its consequent success. As the new project manager, you ought to become acquainted with them from the very first day of the ownership transition because acclimating to people is the most difficult task of any process.The Stakeholders
Starting with the stakeholders, these people are the ones who are going to directly benefit from the success of the in-progress project. It can be the client and his organisation and it can be people within your organisation, if it’s an in-house project affecting them.
Talking about the client, the focus is to make him comfortable with you and you being comfortable with him. During the entire transition, the client has to be kept in loop. Even if the previous PM had been fired, the client has the right to know.At OSL, we introduce the new PM to the client in phases. After some time, the new PM is involved more by making him prepare meeting agendas and answering client questions.
At OSL, we introduce the new PM to the client in phases. We ensure that once the former introduction has been completed, the new PM is always present in client calls even if he/she is not contributing anything. Even without the contributions, they’d be learning and that is what the transition is all about. After some time, the interaction is made more frequent and the new PM is involved more by making him prepare meeting agendas and answering client questions. During this time, the old PM is always there to handle any mishaps. Once those mishaps are no longer happening, it means the comfort is achieved and the new PM is given the command.
For an in-house project, the stakeholders would be the people using the end-product. Because they need it they’ll become your project’s advocates and in turn yours too. You have to capitalise on that. You should make yourself acquainted with them and get their feedback on the project you are delivering by testing an early version of the project on them as an option.
Every stakeholder of the project would always want it to be successful and it is up to you to get them involved to improve your chances of success.The Team
Then come the people whom you would complete the project with. There are three things you have to be mindful of.
- One is the team’s structure and hierarchy, if there is any. You should know how they operate and what is the working dimension, remote or co-located or both.
- Second is to dig a little history and know about any grievances they might have had with the previous manager or even among themselves.
- Finally, you need to know whether the team you have is of the right size, you could be understaffed or overstaffed.
These help you become one of them and make everyone feel included by eliminating any kind of friction between you and them. Having the old PM with you during the transition can help make the acquaintance process go by faster because you’d know the kind of authority and system the team is used to making the transition easier for them. Of course, if the PM has already been fired or there was no PM at all, it might be a possibility.
Now comes the part you will play in the project. Of course, you are going to be handling it, but where would you start delivering?
Here the first important thing to know is the reason you are taking over. The previous manager could have left the organisation or he could have been made to leave. The former scenario doesn’t really have any relation to the project itself, but the latter could and you ought to know that. If a PM was removed or fired, there has to be a reason, right? He may not have done the job in the appropriate manner or he may have mismanaged the project and even the team, whatever the case, learn about it and start rectifying from the get go. Trust me that is the first plan of action expected from you.
You can only do that once you know what exactly the role of a PM is in the organisation. By this, I mean a few things.
- You need to be aware of the way you are going the handle the client and the team;
- You need to be aware of the extent of your duties and whether they go beyond the scales of the project;
- You need to be aware of the procurement process as well as vendor selection as you may have to do it at some point;
- You also need to be aware of the way your performance is going to be evaluated, how and who is going to review it.
A knowledge of all these aspects will only help you perform your duties better and get the project completed without any impediments.
Read our blog ‘Feature Prioritisation in Projects: How It's Done Right?’ to know more about project management and the feature prioritisation that goes in it.The Final Handoff
The above mentioned project handover necessities actually sum up the entire process and usually most of it is mentioned in the handover plan or document, which the old PM goes over with the new PM in due diligence.
And it doesn’t happen overnight, it takes from a couple of weeks to a month, the gradual nature of the handover is what makes it fruitful for the project. Taking a few steps a day by breaking the transition into pieces that are easy to comprehend at a time is essential. Another aspect that is essential is you being shadowed, be it by the old PM or the team, that is what’ll help you learn the ropes faster.
You wouldn’t take the reins at once, it would come in increments of each step we discussed.
You won’t be expected to answer the client worries from the get go;
You won’t have to deal with the developers from day 1;
You wouldn’t be expected to make a low performing project turn around at once.
Everything would happen gradually. Once you have the apprehension of the company’s vision, the project itself, the stakeholders and the team along with everything that is expected of you, you’ll be ready to wear the PM hat and take the project on yourself. And the final handoff would be complete.The Other Side of the Handover: OSL Handover Manual
OpenSense Labs have successfully completed many projects in its life, however, sometimes these projects have been the rewards of more than a single project manager. There isn’t a particular reason for that. Sometimes the project manager had to hand over their work because he was leaving the organisation and sometimes it was because he was overburdened and couldn’t give his complete attention to the project.
While researching this blog I talked to two of our project managers, Yash Marwaha and Abhijeet Sinha, to get a better understanding of project handover. Project handovers are a two way street, up until now we have discussed the side of the PM who will take the project forward, now let’s look at the other side and delve into the project transferer’s perspective.Yash and His Handover Precision
Yash is all precision and accuracy with a set system to make the handover as smooth as possible. The first thing he does is identify the type of project, which could be a long term engagement or support and maintenance. For him, this identification decides the timeline of the transition.
The steps that he follows usually go like this.
- Creating a handover document and going over it with the new PM;
- Informing the client;
- Planning induction sessions with a handson walkthrough;
- Introducing the new PM to the client;
- Being available on calls between the new PM and the client until a comfort level is reached;
- Finally changing the ownership when that happens.
This is a great system to follow for a handover, yet Yash has had to take over a project even after the handover has been completed. The reason was the new PM not being comfortable with the client. Even after doing everything by the book, things can still not go as smoothly as you may have wanted. You cannot control all the variables, let’s learn that from Yash.Abhijeet and His Handover Diligence
While Abhijeet follows much the same steps as Yash, he doesn’t focus too much on the time, rather he focuses on diligence. What I mean is he doesn’t feel that a handover has to be confined to a specific timeline. A similar project could have been handed over in a week, but that doesn’t mean that the current ownership would go the same way. For him, when you rush things, diligence goes out the window and chaos ensues.
He has two project transfers to prove his point.
- He had to hand over a project, redressal of a major tourism website in Kansas City, to Yash. The handover happened within 3-4 days, pretty quick, right? The reason was that Yash was already in contact with the client making the transition as smooth as smooth could be.
- Then there was Earth Journalism, wherein an all new PM had to be assigned the ownership. He kept her in the loop for the client and the developers. He helped in removing the friction between the new PM and the developers, which happens in every transition, at the same time he ensured that she knew the contextual needs of the project. This transition took about a month. Learn more about the work done on Earth Journalism Network by OpenSense Labs here.
Project transfers can be a tricky business. There are a lot of parties involved and all may not welcome the change. As the project transferer, you have to be patient with everyone. You have to ensure that everyone involved is in favour of the new person, if not the final handover would not be the end of it.
There is another thing that the OSL team shared with me and that is never ever transfer ownership of a three-month project mid-way. If you are to do it, do it in the beginning itself. There is no point in bringing a new PM after two months, it’s not going to benefit anyone.
Whether you are taking up a new project or getting a handover of an ongoing one, learning through Drupal website projects can be very handy. Learn what are the infinity stones of Drupal development, how to start the Drupal project the right way, how to manage your development workflow for Drupal project, and why product mindset should be preferred over project mindset.Conclusion
In the end, all I want to say is that people have a tendency to take time to learn things and perform them in an efficient manner. Rome wasn’t built in a day, right? So, what needs to be done during a project handover is valuing the learning curve. It’s going to take time and patience to make it fly. The kind of details an on-going project can have are quite diverse and making the new project manager get a hang of them is what matters. And that requires time from the organisation given to the new PM and his efforts in making that time worth it.blog banner blog image Project Ownership Transfer Project Handover Project Management Project Managers Blog Type Articles Is it a good read ? On
In our brand-new issue of Hello World magazine, editor Gemma Coleman speaks to Kate Farrell from Data Education in Schools to discuss the importance of teaching data to help students navigate the world. When I was searching for contributors for this issue of Hello World, a pattern quickly began to emerge: “Data? You want to…
The post How do you use data to solve a real-world problem? | Hello World #16 appeared first on Raspberry Pi.
Chess is an excellent game to play with friends, but what if you don’t have any to compete against nearby? This is what prompted maker Carlos Pendas to create an automatic chessboard that’s not only able to record which pieces got moved, but even move the pieces itself. This means you can play a game of physical chess […]
The post No opponent nearby? Not a problem! This automatic chessboard lets you play others remotely appeared first on Arduino Blog.
Today we are chatting with Matthieu Scarset about two modules he created to solve common Drupal problems.
- Stephen - Moonlander Keyboard
- John - 300th Show call for videos
- Nic - Seeing friends again
- Jason - Launching 4 sites tomorrow for RI eCMS
- Matthieu - Moving back to Spain from France
- Menu Manipulator
- Solves language issue in core
- Hides non translated content
- Entity Media Usage
- No DB tables
- Essentially a view to show media or other entities on content type
- Can easily be disabled
- Approach to creating small modules that overlap with larger modules
- Prolific module creator
- User Info Block
- Twitter API Block Flag Rating
- Drupal version tag
Matthieu Scarset @MatthieuScarsetHosts
Stephen Cross - www.stephencross.com @stephencross
Nic Laflin - www.nLighteneddevelopment.com @nicxvan
John Picozzi - www.oomphinc.com @johnpicozzi
Jason Pamental - rwt.io @jpamental
How we’re evolving the way we screen and interview applicants
As a company that believes that the best outcomes are achieved when people are able to create and collaborate in open, diverse, and inclusive environments, we’ve spent the last few years strengthening Palantir’s commitment to being an equitable and just organization. We have evolved our compensation, performance, and reporting structures in an attempt to proactively identify and remove systemic barriers to equality, becoming less hierarchical and more agile. To date, these efforts have included:
- Establishing an equitable compensation structure with defined salary levels that provide equal pay for equal responsibilities.
- Instead of reporting to a manager, each person now has a P.O.D. (Professional and Organizational Development) team that provides facilitation and coaching in performance, growth, and development.
- Creating a career grid that’s supported with a role-based structure that demonstrates what opportunities exist for advancement and articulates the skills and expectations for each level so that individuals and P.O.D.s are orienting learning and growth conversations around a standard for promotions and opportunities.
We know, based on our experience with the Drupal open source community, that diverse teams drive innovation and improve quality. As Drupal’s Values and Principles state, “the people who work on the Drupal project should reflect the diversity of people who use and work with the software.” We agree. And while Palantir is already one of the more diverse and representative teams in our industry, we are not yet where we want to be. We are committed to doing the work necessary to build a team that incorporates diverse experiences and strengths where everyone can bring their best selves to their work and make space for others to do so as well.
Ironically, the tumultuous pandemic year brought tremendous stability to the Palantir team itself. Our internal commitment (which we nicknamed CODENAME Armadillo) ensured that there were no layoffs or salary reductions in 2020, which gave us individually and collectively the space to focus on what we needed to be healthy. We invested in our existing team’s ability to build the resolve and resilience we would need to reimagine and redesign what we wanted our next normal to be.
Now as we re-emerge, we have begun adding to the Palantir team and this allowed us to examine what has and hasn’t worked for us in our hiring process. Adding several positions in succession has given us the chance to experiment with this process as we seek to redesign a more effective, equitable and agile process.
- Workplace inequality often has its roots in hiring processes that prioritize privilege and connections over potential. Qualified candidates can be passed over if they don’t fit into patterns of what the company or those in a position to hire might have seen work previously.
How might we create opportunities for truly interested candidates to demonstrate how they would be “culture adds”, rather than just looking for “culture fits”?
- In the past, Palantir’s hiring process was most successful if a candidate was already familiar with the company (and was even better if the candidate knew one of us well).
How might we create a scalable, equitable environment that allows everyone to experience the advantages of insider access to a Palantiri?
- Palantir’s hiring process could be long, with three rounds of interviews (screener, team and CEO) all conducted by in-house team members with other primary responsibilities. That long duration created an unintentional slant toward those who already had jobs (as those who didn’t often took other positions while our process was still unfolding).
How might we accelerate the process, without compromising our ability to manage hiring in-house and involve the team?
Thinking about these questions, we have spent the last few months conducting a series of experiments designed to reduce bias in our hiring process. Here are some of the approaches we have found most successful in addressing the questions above in the initial gates of the process: the application and the initial screening conversation.Anonymous Applications
Our efforts begin with the application stage. Our job postings include a salary range and are reviewed for gendered or biased language. When we receive resumes and cover letters, a team member who isn’t involved in the hiring decision anonymizes them, removing names, addresses, and education information that shouldn’t influence our hiring decisions. (There is software that will do this automatically for larger firms, but it doesn’t seem available to small firms and our HRIS system doesn’t yet offer this feature.)
Knowing that our process (and indeed our company!) is a little different and can ask a lot of our applications, we want to make sure that we’re making the process informative and valuable for them as well. To that end, we host a webinar that candidates can attend or submit questions for and watch afterward, if they cannot attend. During this webinar, they have the opportunity to learn more about Palantir and the position and may anonymously ask questions.. Our hope is that this is a very safe and welcoming environment where they can begin to see what it might be like to work at Palantir.A Conversation, not a Challenge
After the webinar, if a candidate chooses to continue pursuing the open position and Palantir chooses to invite them, they are invited to a video interview with our Employee Experience Manager and another team member. Prior to that interview, candidates are asked to share something that demonstrates a required skill for the position.
For technical positions, they are provided with some sample code from a variety of languages and frameworks. The code samples we use are drawn from public code repositories and aren’t written by one of our team members.
During the technical interview, the candidates are asked to choose one of the code samples and share any observations, experiences, or thoughts they may have about it. Unlike in a coding challenge, we don’t ask candidates to author code on a whiteboard, and there are no planted bugs or tricky logic to uncover in the samples we provide. The questions are scripted in advance and asked in the same order and same way for each candidate.
The point of this exercise is to demonstrate the candidate's ability to abstract from the code level to talk about functionality, purpose, and risks. As consultants, we often need to talk about our work with both technical and non-technical audiences.
For non-engineering candidates, we ask that they record a presentation on a topic about which they are knowledgeable and passionate, or that the candidate write, draw, or record a video about which Palantir value resonates for them. As we continue to hire people for additional roles, we will find ways for them to demonstrate their unique skills and point-of-view.
During the first interview, the candidate can also ask questions and learn more about Palantir. If the candidate and Palantir both choose to move forward, the next interview is a team interview, followed by an interview with one of our CEOs prior to an offer being made. (Those interviews are largely unchanged from the previous hiring process.)Preliminary Results
Our focus in this round of iteration has been on those candidate gating decision points where we are able to leverage antiracist, bias interruption research. As we engage in this process, we solicit feedback from the candidates about their experience and monitor the data at each stage (how many applications advance, are dropped or self-select out at each stage, etc.). Following each hiring cycle, we get together as a team to reflect on what we’ve learned and what experiments we might try in the next hiring cycle.
So far, we have increased the number of applicants who were previously unknown to us (and vice versa). At each stage in the process, we have ended up with just about the expected number of candidates and overall candidate quality has been very high. The feedback we’ve received is that it is certainly an unusual process, but one that gives applicants (especially those unfamiliar with Palantir) a much better sense of us and our culture.Community Culture Drupal People
This system uses machine learning and haptic feedback to enable deaf parents to communicate with their kids
For the hearing impaired, communicating with others can be a real challenge, and this is especially problematic when it is a deaf parent trying to understand what their child needs, as the child is too young to learn sign language. Mithun Das was able to come up with a novel solution that combines a mobile app, […]