Italian Vocabulary for Fruits and Vegetables

Turning the corner off of via Garibaldi,  one sees stands lined up along the edge of the piazza. People with plastic bags, children with balloons, and Asian tourists with umbrellas milled about, stopping at a stand every so often to sample a slice of a peach or inquire about the price of a bundle of spinach. When you visit Italy, it’s likely you’ll run into a similar market,  and if you want a snack or have the option of cooking, you’ll want to stop as they are great places to practice your Italian and  feed yourself. To help you out, here are some key phrases and vocabulary words that you can use when buying fruit and vegetables. Fruit Vegetable Vocabulary Almond - la mandorlaApple - la melaApricot - l’albicoccaArtichoke - il carciofoAsparagus - l’asparagoAvocado - l’avocadoBasil - il basilicoBeans - i fagioliBell pepper - il peperoneCabbage - il cavoloCarrot - la carotaCauliflower - il cavolfioreCherries - le ciliegieChickpeas - i ceciCilantro - il coriandoloCucumber - il cetrioloEggplant - la melanzanaFennel - il finocchioFig - il ficoGarlic - l’aglioGrape - l’uvaGreen beans - i fagioliniLeek - il porroLemon - il limoneLettuce - la lattugaMelon - il meloneMint - la mentaOregano - l’origanoParsley - il prezzemoloPeach - la pescaPeas - i piselliniRaspberry - il lamponeRosemary - il rosmarinoSpinach - gli spinaciStrawberry - la fragolaTomato - il pomodoroWatermelon - languria Phrases Vorrei quattro mele per oggi, per favore. - I would like four apples for today, please. Note: If you say â€Å"per oggi - for today†, it implies that you want to eat these apples today and don’t want to wait for any produce to ripen. Quanto costa al chilo? - How much does it cost per kilo?Quelli come si chiamano? - What are those called?Un etto di†¦(fragole). - 100 grams of†¦(strawberries).Come si puà ² cucinare†¦(il finocchio)? - How does one cook†¦(fennel)?Avete...(il basilico)? - Do you have†¦(basil)?Posso assaggiare (il peperone), per favore? - Can I try (the bell pepper), please? Look but Dont Touch Here’s a quick cultural tip that might save you some embarrassment when shopping for fruits and vegetables. In Italy, you never want to directly touch any of the produce. In supermarkets, they have plastic gloves available so you can choose what you want, and there will be a machine you use to print out a label so the sales clerk can easily scan your purchases. When you go to the market, just ask for help from the venditore (vendor).    In both cases, it helps to bring your own bag from home. In supermarkets, they will charge you for la busta (the bag), but at outdoor markets, they’ll typically just give you a plastic one if you don’t have your own. If you’re curious about phrases for shopping in other contexts, read this article, and if you still need to learn the numbers so you can understand how much everything costs, go here.

Insanity Vs Insanity - 785 Words

Madness and insanity is always perceived and viewed through the eyes of the sane, we can only differentiate between insanity and sanity by first defining what is sane and what isnt. Emily Dickinson’s quote about how â€Å"Much madness is divinest sense--To a discerning Eye† directly claims that what we might consider to be madness is actually a form of sanity. Someone with a â€Å"discerning eye† has a shrewd view and so they will obviously believe that whoever does not behave or act as they do is insane. Within As I Lay Dying, we see exactly that with the character of Darl. Darl is the second oldest child of the Bundren family and throughout the novel when he is narrating we see that he has the ability to be clairvoyant, which may have lead to†¦show more content†¦Darl doesnt think that what he did was insane, but rather an act of compassion because he doesnt want to see his mother being paraded around anymore. It’s very ironic that Darl is the one that goes mad and is sent to the mental asylum at the end of the novel because he was the most intelligent and clairvoyant of all the family members. The consequences of Darl’s philosophical nature is his alienation from the community around him and because he seems to be the one that knows all the family members secrets, that leads to others around him to accept him getting committed and not even attempt to help him. In Darl’s last narration in the novel he switches back between first person and third person which may represent his inability to feel the same way as his family members about their journey and their mothers last wish. He tried to endure the journey but as he discovers the true motives of his family members, especially Anse, he can’t help but feel it is his duty to end it. Darl is a rather tragic character. Not only did he have to take partShow MoreRelatedInsanity Vs Insanity1249 Words   |  5 PagesMadness and insanity are always perceived and viewed through the eyes of the sane; we can only differentiate between insanity and sanity by first defining what is considered sane and what isnt. Emily Dickinson’s quote that â€Å"Much madness is divinest sense--To a discerning Eye† directly claims that what we might consider to be madness is actually a form of sanity. We for instance all have a â€Å"discerning eye† which creates a shrewd view because we all believe that whoever does not behave or act accordingRead MoreCatch 22- Insanity vs. Sanity1665 Words   |  7 PagesCatch-22 Insanity vs. Sanity Imagine being stuck in a box with absolutely no way out. Everyday becomes another struggle to escape only to find that you are being controlled and confined for no apparent reason. One would eventually let reality slip through their hands and welcome insanity into their empty minds. 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Value at Risk (VaR) Free Essays

Financial markets started to use the â€Å"Value at Risk† extensively since 1990’s. But the measures of Value at Risk (VaR) were active in different names since as early as 1920’s (Holton 2003). It is the measurement of the worst expected loss at a given confidence level under normal market conditions over a specific time interval. We will write a custom essay sample on Value at Risk (VaR) or any similar topic only for you Order Now It can also be expressed as the lowest confidence level of the potential losses that can occur within a given portfolio during a specified time period. Value at Risk only presents the worst-case scenario (Harper n. d. ). The two major parameters to be chosen for risk measurement are the time period and the confidence level. The time period can vary from a few hours to a few years. For example it can be stated that when a portfolio manager has a daily VaR at $1 million at 1%, it means that there is only 1 chance in 100 to incur a daily loss of more than $1 million under normal market conditions. The commonly used methods to estimate Value at Risk are: Variance – Covariance Method, Historical Performance and Monte Carlo Simulation (Benninga Wiener 1998). Variance – Covariance Method: This model was made popular by J. P. Morgan in early 1990’s. This approach is based on the assumption that the underlying market factors have a multivariate normal distribution. This assumption helps in determining the distribution of mark-to-market portfolio profits and losses. After finding the distribution of possible portfolio profits and losses, the standard mathematical properties of Normal distribution can be used to determine the loss that will be equaled or exceeded x percent of the time which is called Value at Risk (Linsmeier Pearson 1996). The following example can be taken to discuss the theory. A U. S. company entered a FX forward contract in the past. The difference between current date and date of delivery is 91 days. The contract requires the company to deliver $15 million in 91 days and in exchange it will receive  £10 million. The facts taken into consideration are the spot exchange rate expressed in dollars per pound (S), 3 month pound interest rate (rGBP) and 3 month dollar interest rate (rUSD). The current mark to market values in dollars is calculated based on the following formula: USD mark to market value= S x GBP 10million – USD 15 million 1+ rGBP (91/360) 1+ rUSD (91/360) Here the holding period is one day and the probability is 5%. The distribution of possible profit and loss on this portfolio has the mean of zero as the expected change in portfolio value over a short holding period is almost always close to zero. A standard property of the Normal distribution is that if a probability of 5% is used in determination of the Value at Risk then it will be equal to 1. 65 times the standard deviation of changes in the portfolio value. Standard deviation is the measure of the spread or dispersion of the distribution and computing the value of the standard deviation of changes in the portfolio value is the main factor in this method (Linsmeier Pearson 1996). Value at Risk = 1. 65 x standard deviation of change in portfolio value The first step in measurement of VaR through this method is to determine the basic market factors and standardized market positions through â€Å"Risk Mapping†. In this case the basic market factors are spot exchange rate and 3-month dollar and pound interest rates. The associated standardized positions are spot pounds, dollar dominated 3 month zero coupon bond and a 3 month zero-coupon bond exposed only to changes in the pound interest rate. The next step is to estimate the parameters of distribution assuming that the percentage changes in the basic market factors have a multivariate Normal distribution with means of zero and thus capturing the variability of market factors by standard deviation and co-movement by the correlation coefficients. The third step is to compute standard deviations and correlations of the changes in the values of standardized positions using the covariance matrix of changes in the basic market factors. The final step is to calculate the value of variance and standard deviation of the portfolio using standard mathematical results about the distributions of sums of Normal random variables. Standard deviation is the square root of variance. In our case its value is $ 52500 approximately. Now as the probability was taken as 5%, the formula comes to Value at Risk = 1. 65 x standard deviation of change in portfolio value = 1. 65 x $ 52,500 = $ 86,625 The benefit of this model is that it uses compact and maintainable data set often available from market and third parties and calculation is quite speedy using algebraic formulae. The drawback of this method is that it assumes the change of the portfolio value to be linearly dependent on all the changes in the values of assets and also that the asset returns normal distributed (Jorion 2006). Historical Performance: Historical Performance method is the simplest and most transparent method that takes into account relatively lesser number of assumptions about the statistical distribution of underlying market factors (Linsmeier Pearson 1996). The method works by using historical changes in market rates and prices to estimate potential future loss or profit with the portfolio and thereby calculating the Value at Risk. This can be illustrated based on the above example. Here we assume the holding period as 1 day, probability of 5% and computation to be based on 100 preceding business days from the current date. The current day will be the 100th day. The method involves five steps. The first step is to identify the basic market factors and to determine the formula to express mark to market value. In our case the basic market factors are 3 month dollar interest rate, 3 month pound interest rate and spot exchange rate. The formula for mark to market value is derived as USD mark to market value= S x GBP 10million – USD 15 million 1+ rGBP (91/360) 1+ rUSD (91/360) Next the values of the identified basic market factors for previous 100 days are to be obtained. Daily change in these rates will be able to set the base for constructions of hypothetical values of market factors useful in the calculation of hypothetical profit and loss. The daily Value at Risk number is a measure of the portfolio loss caused by such changes over a one day holding period. The next and most important step is to subject the current portfolio to the changes experienced in the previous 100 days to calculate daily hypothetical profits and losses. In this step 100 sets of hypothetical values for market factors are calculated based on daily historical percentage changes in the market factors combined with current market factors. These hypothetical values are then used to compute 100 hypothetical mark to market portfolio values. Subtraction of current day mark to market portfolio value from each of the 100 hypothetical values gives 100 hypothetical daily profits and losses. Ordering mark to market profits and losses from the largest profit to the largest lost is the next step. Finally the loss, which equals or exceeds 5% of the time is selected. In the present example of 100 days calculation the fifth worst loss will be the value at risk. This method relies completely on the historical data. Thus it may not be able to predict most accurately if the period chosen is not a typical one and is posing any special market condition (Jorion 2006). Monte Carlo Simulation: This method is quite similar to the Historical Performance Method. The major difference is that this method uses statistical distribution to capture the possible changes in the market factors instead of observing historical changes in market factors to calculate hypothetical profit and loss. The method involves five steps to estimate Value at Risk. The same example of single forward contract can be considered in this respect. The first step here is to identify the basic market factors and to determine the formula to express mark to market value similar to the Historical Performance Method. The next step is to assume a specific distribution for changes in the basic market factors and to estimate the parameters of that distribution. For the present example the percentage change in the basic market factors having multivariate Normal distribution is assumed and estimates of standard deviation and correlates are used as in this case the parameters like means, standard deviations and correlations can be interpreted naturally and their estimation is easier. However, it can be said that Monte Carlo Simulation allows risk managers to choose the distribution according to their requirements. But this flexibility also runs a risk of a bad choice that may not be suitable for the particular case (Jorion, 2006). Pseudo-random generator is used in the following step to generate more than 1000 or sometimes 10000 hypothetical values of changes in market factors. These are then used to calculate hypothetical mark to market portfolio values. Actual mark to market portfolio value on the current date is subtracted from each of the hypothetical values to get the hypothetical daily profits and losses. The following step is to order the mark to market profits and losses from the largest profit to the largest loss and the Value at Risk is selected as the loss which equals or exceeds 5% of time. While comparing the different aspects of these three methods it can be said that Historical Performance is the simplest method for estimating Value at Risk. It is suitable for estimation for any kind of options of the portfolio. It is easy to compute and implement and can be explained without much effort. The drawbacks of the method are that it can be misleading if the data used is not typical and represents a specific condition quite similar to Monte Carlo Simulation and Variance-Covariance methods. It is too much dependent on historical data. It is not possible to analyze alternative assumptions through this method. Monte Carlo Simulation and Variance-Covariance methods on the other hand can easily analyze alternative assumptions. Variance-Covariance method though can not examine distribution of market factors other than normal. Both of these methods are easy to implement but tougher to explain. Variance-Covariance method is easy in computation but can not capture the risks of portfolio with options when the holding period is long. Monte Carlo Simulation on the other hand is not easy to compute but it can surely capture the risks regardless of any options (Linsmeier Pearson 1996). Thus it can be said that all of the three methods have their own benefits and drawbacks and it is completely at the discretion of the risk manager to choose a method appropriate to the portfolio based on the factors to be considered and the holding time. How to cite Value at Risk (VaR), Papers

Comparative Analysis of Architecture Frameworks †MyAssignmenthelp

Question: Discuss about the Comparative Analysis of Architecture Frameworks. Answer: Introduction: The information architecture of the Archifarm is an information map labelling the assets of the company, the goals, targets, drivers and organizational structure that will enable the company to plan for targets and how they will be achieved. In Archifarm, there is an array of sources, distributors, markets and participants (Engelsman et al., 2011). Archifarm is a dairy farm whose main products are dairy products. As such, there are feeds which are required on a regular basis and other cow needs. Currently, they supply to distributors on a fixed contract basis where they are liable to penalties in case of lower quantities produced. Their cows are also susceptible to diseases which are often detected when too late to treat. They have also been facing stiff pressure from suppliers in terms of revenues meaning their primary objective is increasing profits without raising the prices. To achieve this goal, Archifarm has sought to invest in the Precision Livestock Farming (PLF) technology which would monitor the cattle and report any ailments before they can become serious. As such, they can be treated early preventing low milk production and deaths. There are 3 main units with the main one being the biggest. The 2 others have 200 cows each but have more expenses as they have to outsource equipment and services. As such, scaling these production sites into one big one can greatly reduce running costs but may increase logistics costs. To maximize probability, the farm plans to put up some measures in place and it is their application that will help reduce the overall costs of dairy product production. These applications to be incorporated include the incorporation of PLF technologies, Data analysis programs and restructuring the organization. In the application view, the data will be taken generally without much need to explain who and what does what. In incorporating the PLF technologies, the whole idea is to install the sensors and data monitoring devices on the cows for information receiving and recording. The PLF technology components, being foreign in nature in a cows body, may have the desired effect but with some side effects. Therefore the assessment of compatibility between the cows bodies and the PLF sensors is required in order to analyse their viability in this case. A data analysis program is also necessary to use the data recorded to provide relatable information to the farm administration and the management team. It would be synchronized with the information provided by the other devices in NSW. This so as to get an accurate reading of all the cow health information and be able to use the observed trends to make accurate prediction of the input necessary. The other application is suggested rather than read in the case study description. At present, it seems as though the 2 satellite farms in NSW may be uneconomical to run and therefore it is suggested to restructure the farm management. The aim is to remove the satellite farms entirely and take that cattle to the main site. From the diagram below, we see how the various suggested applications work in harmony towards reaching the final end game which is reducing the overall costs of production. In this drawing, it is assumed that farms operations fall under the leadership of the farm manager and his/her team. The back office operations, responsible for the non-farming work, would be really instrumental in the execution of the upscaling event. Here, upscaling is necessary as, with more satelitte farms whose costs of running are still high, it is advisable to close some of them and use the main farm as the only farm. The upscaling activities are shown in the archimate diagram below. The applications falling in the jurisdiction of the farm site are all concerned with the aplication of the PLF technologies onto the cow. This also PLF technologies would require equipment buying and installation and thise would be dependent on the numbers obtained after cow moving exercise. The operation of these new technologies with require either new stuff or training of the current staff to use it. It is therefore up to the management to make the decision about it and that information would depend on the farm characteristics shown below. The data dissemination of the business indicated below is a map of the business generally indicating the flow of activities from one player to the next in a business where the main product is dairy products. It indicates the relationships between the high level and junior staff in the organization. In this case, all staff members not part of the executive staff list and not part of logistics will be grouped together in management for the decision making aspect of it. That includes human resource team and the farming management team under the farm project manager. The farm team is the project manager and every other person working below him/her. The main responsibilities taken care of in relation to animals like cows are food provision and healthcare. Other activities too include servicing and machine repair and site activities. The following data dissemination offers insight into the business activities and major players in Archifarm. References: Berkem, B., 2008. From the business motivation model (BMM) to service oriented architecture (SOA). Journal of Object Technology, 7(8), pp.57-70. Charles F., Antoine H. and Stefan S (2006). The Stakeholder Theory. Retrieved on 29th Aug 2017. From https://www.martonomily.com/sites/default/files/attach/Stakeholders%20theory.pdf Engelsman, W., Jonkers, H. and Quartel, D., 2011. ArchiMate extension for modeling and managing motivation, principles, and requirements in TOGAF. White paper, The Open Group. Fowler, M., 2002. Patterns of enterprise application architecture. Addison-Wesley Longman Publishing Co., Inc.. Gharajedaghi, J., 2011. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. Elsevier. Iacob, M.E., Meertens, L.O., Jonkers, H., Quartel, D.A., Nieuwenhuis, L.J. and van Sinderen, M.J., 2014. From enterprise architecture to business models and back. Software Systems Modeling, 13(3), pp.1059-1083. Jonkers, H., Lankhorst, M.M., ter Doest, H.W., Arbab, F., Bosma, H. and Wieringa, R.J., 2006. Enterprise architecture: Management tool and blueprint for the organisation. Information Systems Frontiers, 8(2), pp.63-66. Lam, W. ed., 2007. Enterprise Architecture and Integration: Methods, Implementation and Technologies: Methods, Implementation and Technologies. IGI Global. Lankhorst, M., 2009. Enterprise architecture at work (Vol. 352). Berlin: Springer. Pereira, C.M. and Sousa, P., 2005, March. Enterprise architecture: business and IT alignment. In Proceedings of the 2005 ACM symposium on Applied computing (pp. 1344-1345). ACM. Price Waterhouse Coopers (2011). The Australian Dairy Industry: The Basics. Accessed on 29th Aug 2017. From https://www.pwc.com.au/industry/agribusiness/assets/australian-dairy-industry-nov11.pdf Tang, A., Han, J. and Chen, P., 2004, November. A comparative analysis of architecture frameworks. In Software Engineering Conference, 2004. 11th Asia-Pacific (pp. 640-647). IEEE. The Open Group, 2011. TOGAF Version 9.1, Enterprise Edition. [Online] Available at: https://pubs.opengroup.org/architecture/togaf9-doc/arch/ [Accessed 26 August 2017]. The Open Group, 2016. ArchiMate 3.0.1 Specification. [Online] Available at: https://pubs.opengroup.org/architecture/archimate3-doc/ [Accessed 26 August 2017]. Versteeg, G. Bouwman, H., 2006. Business architecture: A new paradigm to relate business. Information Systems Frontiers, 8(2), pp. 91-102. Winter, R. and Schelp, J., 2008, March. Enterprise architecture governance: the need for a business-to-IT approach. In Proceedings of the 2008 ACM symposium on Applied computing (pp. 548-552). ACM.