3X0-201 availability - Core Concepts and Practices (Level 2) Updated: 2023
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Exam Code: 3X0-201 Core Concepts and Practices (Level 2) availability June 2023 by Killexams.com team|
|Core Concepts and Practices (Level 2)|
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Other Sair exams3X0-101 Linux Installation and Configuration (Level 1)
3X0-102 Linux System Administration (Level 1)
3X0-103 Linux Networking (Level 1)
3X0-104 Linux Security, Privacy and Ethics (Level 1)
3X0-201 Core Concepts and Practices (Level 2)
3X0-202 Apache Webserver
3X0-203 Samba Resource Sharing
3X0-204 Sendmail Mail Systems
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Core Concepts and Practices (Level 2)
After creating a recovery file system and building a kernel for the recovery disk, which
command will directly copy the kernel to the floppy /dev/fd0?
A. cp if=KERNEL of=/dev/fd0
B. cp -b if=/dev/fd0 of=KERNEL bs=10k
C. rawrite of=KERNEL if=/dev/fd0 bs=1k
D. dd if=KERNEL of=/dev/fd0 bs=1k
Which of the following is a task that the netstat command can perform?
A. It determines where on a network a packet is dropped.
B. It prints the individual packet status of a network.
C. It measures the baud rate between two machines.
D. It lists all current connections on a particular machine.
E. It monitors the number of collisions on a network.
Which of the following tasks does the netperf command perform?
A. It monitors the traffic on a network.
B. It measures the number of packets traveling over an entire network with multiple
C. It measures the baud rate between two machines.
D. It monitors the number of collisions on a network.
E. It changes the precedence of given packets over a network.
Betsy wants to build a more sophisticated ipchains rule set for her firewall by adding a
user-defined rule list. This customized rule list will be a single chain that will provide
the highest level of security to the protected network. What is the minimum number of
chains in Betsy's firewall?
Jim needs to put a new application on his machine, but he is not sure exactly how much
hard drive space he has left on his machine. Which of the following commands will
show Jim how much space he has left on his drive?
An administrator needs to implement specialized packet alteration beyond the usual
scope of iptables filtering. Which of the following iptables rulesets will the
administrator need to customize to accomplish this goal?
Lisa has recently implemented a series of ipchains rules to secure a Local Area Network
(LAN). She is doing maintenance on the rule sets and has entered the sequence of
commands below. Which of the following statements does NOT describe a result of
the appended rules?
ipchains -A input -i eth0 -s 192.168.1.0/24 -j ACCEPT ipchains -A output -i eth0 -s
192.168.1.0/24 -j REJECT ipchains -A input -i eth0 -d 220.127.116.11/24 -j REJECT
ipchains -A output -i eth0 -d 18.104.22.168/32 -j ACCEPT ipchains -A forward -i eth0 -s
192.168.1.0/24 -j MASQ
A. Packets destined for 22.214.171.124 will be routed to the correct host.
B. Packets destined for 126.96.36.199/24 will not be allowed into the system or routed.
C. Packets to be forwarded from 192.168.1.0/24 will appear to come from the local
D. Packets coming from 188.8.131.52/24 will be forwarded to the local host.
Which of the following programs can be used to perform integrity checks on important
system files that do not change often?
D. Big Brother
A system administrator is having trouble getting a new client to successfully mount a
remote NFS file system. The other hosts on the network can successfully mount the file
system. Which of the following options could cause this problem? (Choose two.)
A. The directory is exported as read/write and the client is mounting it read-only.
B. The system administrator did not run the exportfs command on the server.
C. There is no entry for the client in the server's /etc/exports file.
D. The portmapper port has been closed on the server.
E. There is no entry for the server in the client's /etc/imports file.
Answer: B, C
The NFS server is experiencing intermittent power disruptions. Each time the server
goes down, the program requesting NFS data exits abnormally. This is probably caused
by which of the following?
A. A secondary NIS server on the subnet
B. NIS being used instead of NIS+
C. A kernel before 2.1 being used on the server
D. Improper values for RSIZE and WSIZE in /etc/fstab
E. Using Soft mounting on the client
Brad, the system administrator, wants to verify that DNS is functioning properly. In
order to do this, he points his browser to a high-traffic Web site that he and other
employees in the company visit frequently (www.google.com). The Web browser loads
the appropriate page for Brad. From this test, Brad concludes that DNS is working
properly. Which of the following is TRUE concerning Brad's testing method?
A. In addition to what he has already done, Brad needs to run the "named" program on
his machine in order to get an authoritative response from the name server.
B. Instead of using a Web browser, Brad should have used the command "ping
www.google.com"; ICMP packets are more reliable for name server resolutions.
C. The test that Brad performed guarantees that DNS is working properly.
D. If the name server has www.google.com in its cache, then the test does not
necessarily prove that DNS is working properly.
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as a means of attaining it? Studies consistently show that a disturbingly high number of non-management employees are disengaged, not working at full productive capacity. Following are 7 practical suggestions - steps management can take to Strengthen productivity by putting employees in a more productive mindset.
Design economic incentives so employees at all levels of an organization can benefit from them. There's a natural tendency for management to focus most heavily on senior-level economic incentives. While this is completely understandable, it's best not to neglect substantive incentives for lower-level employees... that is, if you expect them to be vigorously committed to an enterprise's success. To the argument that this will be unduly costly, a program has to be carefully structured, of course, so additional payouts reflect clearly defined revenue and/or earnings targets.
Provide meaningful feedback in a constructive manner on a regular basis. Feedback is a foundational management skill; the ability to provide regular, helpful feedback to employees in a manner that encourages, not discourages, is a cornerstone of effective management. That's not to say feedback is always positive - that wouldn't be management at all - but that the communication is done thoughtfully... whether the occasion is encouragement for a job well done, or that course correction is needed.
Respect employees as individuals, in addition to the job they do. Respect can be a simple but powerful motivator, just as its unpleasant twin, lack of respect, has the opposite effect. When employees feel genuinely respected (always assuming it's warranted), they're much more likely "to go the extra mile" to help a company succeed.
Be sure management at all levels of an organization receives adequate training. There's a tendency for companies to invest heavily in "leadership training" while focusing far less on supervisors and middle managers. I can readily speak from experience on this one, having received considerably more training and development opportunities in the latter stages of my career than in the early formative stages, when I most needed it.
Provide support for employees when it's genuinely needed. Valued support can take many forms: equipment when existing is outdated or inefficient; emotional support in the face of (occasionally) unfair criticism; flexible support for a reasonable level of work-life balance. Management support in times of need won't be forgotten; it builds employee goodwill and loyalty.
Don't be emotionally stingy. There's nothing for management to gain by withholding praise and recognition when it's warranted. A exact employee study I came across indicated that recognition is often a more powerful motivator than money. While this may well be less true at senior levels as financial rewards escalate, this post is focused on general employee productivity...where the broadest gains can be made.
Ensure senior leadership models behavior that makes the rank-and-file proud to be part of the team. Nothing demoralizes employees more quickly than seeing senior leaders act in a way they don't respect, and few things energize employees more than a senior team they admire. Leaders are always being watched and judged; employees have keen eyes (and are keen data sharers!). When leadership is "walking the talk," it will be quickly noted - but so will "talking the walk" without actually walking it.
To help boost productivity, employee engagement matters. Ultimately, most employees would much rather be part of a team they're committed to, not just a member of an organization. Developing and maintaining a consistent management approach that engenders esprit de corps is a key link in the productivity process.
Such management - balancing appropriate levels of results-orientation with understanding of employee needs - is neither easy nor unattainable.
It's also the thread from which the cloth of day-to-day productivity gains are made.
* * *
How do you maintain five-nines uptime for tentpole event streams reaching hundreds of thousands or millions of users? Steve Nathans-Kelly, VP and Editor-in-Chief of Streaming Media and Video Publishing Director at Information Today Inc., discusses this Topic with Corey Smith, Sr. Director, Advanced Production Technology, CBS Sports Digital, Paramount, Joshua Johnson, Sr. Director, Solution Architects, EdgeNext, and John Petrocelli, CEO/Founder, Bulldog DM, in this clip from Streaming Media Connect 2023.
Nathans-Kelly begins by asking Corey Smith, “What would you say in your experience are the keys to creating high availability service with large-scale streams and tentpole events?”
Smith emphasizes that developing detailed customer analytics is a major key for providing seamless high-availability streaming at scale. “You have to evolve your analytics to figure out the customer experience,” he says. “Because if you don't understand what the customer's going through, you can never improve, right? If you never analyze the data, your customer base is constantly in this turmoil of, ‘Should I even bother with this thing anymore?’ Like if I go to a streaming service for live concerts and it's constantly falling over, why would I go back? Why would I spend money to go watch a streaming concert when I could easily go down the street and watch it at Five Point Amphitheater here in Orange County or go somewhere else.”
“I agree,” Johnson says. He points out that pulling real-time data is especially valuable. “It used to be that the data was so slow to get to us that acting on it was always detrimental. But now, actually, it is literally being fed in, and we're being able to make dynamic changes and choices as the situation goes on. But at the same time, if you look at the foundation of where you're at and the people…actually behind the scenes, that's key to it. Because if you don't have that foundational piece and they're not solid enough to actually provide the infrastructure or the inbound, then it doesn't matter how good the end is. You're not getting the initial piece in a qualified manner in any type of quantity [or] any type of quality.”
Smith says, “Oh, a hundred percent.” He also highlights that a wide view of audience location is essential to choosing the correct providers in the first place for large-scale streaming events. For the continental US and North America, he says, “You're looking at the typical providers, Akamai Limelight, etc. if you're going to do your CDN distribution. “But what do you do for a global international audience? What partnerships do you make there? How is the client telemetry influencing making decisions on constantly connecting the customer to the best stream possible? It's really the things around streaming delivery and load balancing across multiple CDM providers in different areas of the world that really hasn't changed much, from the three-tier architecture model of how an application is built in a data center somewhere…you have a load balancer. You have to spread out your application servers, you have to spread your middle-tier business logic, and your databases. It's basically the same thing: origin, origin, shield, edge…”
Johnson concurs with Smith about the importance of knowing the dominant players in a specific geographic region. “Which provider is the dominant player in that general area, who's got the infrastructure?” he says. “And are you actually relying upon them, or are you relying upon them and their partners, and do you actually know who their partners are? And then it becomes a question [of] do you see that partner as a value?”
Smith notes that, “A lot of those partnerships are only as good as their peering agreements, so at some point, it's still a business conversation on paper. Theoretically, you can get bits to anybody in the world. It's how you best optimize those routes.”
John Petrocelli says that while all of these aforementioned factors are crucial, many players who initially swept into the live music streaming realm during the pandemic were ill-prepared for the various technical hurdles that come with international-scale live streaming events. “I think about 100 to 200 companies went out and got venture funding and kind of ran into that market thinking, ‘Oh, this is no problem, I can pull this off,’” he says. “But what we saw was this is not an easy thing to do. And because you got some funding, I don't think you're going to figure it out in 90 days or even six months. And people weren't contemplating things like redundancy and serving to, first of all a big domestic audience, but potentially given who the talent was, it could be a pretty massive international audience. And it was a rude awakening for a lot of these companies.”
Petrocelli says that this reckoning ultimately was a test for who could be adaptable and wide-viewed enough to learn from mistakes and adjust quickly, and that this period served as a positive catalyst for improved tech and growth in the live streaming sphere. “I think that's consolidated back to reality, now that the people remaining in that space kind of understand the undertaking and what a best practice approach is to pull the experience off, but then to do it in real-time, and to scale it to a potentially pretty significant simultaneous audience.”
Learn more about high-availability streaming at scale at Streaming Media East 2023.
Scale Matters: How to Deliver Five-Nines Streams to Global Live Audiences
Any streaming workflow is only as strong as its weakest (or least-tested) link. The more massive the stream, unfortunately, the larger the opportunity and the smaller the margin for error. So, what do the experts say about the architectural demands and challenges of maintaining five-nines uptime and broadcast quality when the stakes are too high to let either suffer? And what solutions do they recommend?
19 May 2023
How to Build Unbreakable Live Streams at Scale
Delivering reliable streams is both more challenging and more critical when streaming at scale. So how do you develop workflows to ensure your large-scale streams won't fail? Experts from Dolby.io, TAG VS, Paramount, and Nomad Technologies weigh in on network stress-testing, monitoring, and more best practices at Streaming Media West 2022.
24 Feb 2023
Latency vs. Quality for Live Streaming at Scale
How much streaming reliability and quality are worth trading for ultra-low latency, and when is one at a premium over the others? Amagi's Brian Ring, Dolby,io's David Hassoun, Nomad Technologies' Adam Miller, Paramount's Corey Smith, and Norsk CMO Eric Schumacher-Rasmussen discuss in this panel from Streaming Media West 2022.
30 Jan 2023
How to do Interactive Streaming at Scale
What are some of the biggest issues encountered when handling interactive streaming at scale? The widespread increase of highly interactive streaming such as auctions, sports betting, and gaming has put pressure on networks while increasing the need to integrate interactivity into more traditional methods of OTT content delivery.
01 Nov 2022
Paramount's Adtech Challenges for Live Streaming at Scale
What are some of the biggest adtech challenges for live streaming at scale? Jarred Wilichinsky of Paramount talks about the ways his team works to mitigate technical issues, such as minimizing latency, load testing, and correcting audio levels, along with ensuring that the ads themselves meet acceptable legal standards and practices.
18 Oct 2022
Bulldog DM's John Petrocelli Talks Post-Pandemic Streaming at Scale
Streaming Media's Tim Siglin and Bulldog DM's John Petrocelli discuss how tentpole live streaming events have changed over the last three years for the streaming pros who deliver them, the audiences that engage with them, and the brands that invest in them in this interview from Streaming Media East 2022.
06 Jun 2022
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This is a library of items which go beyond the rulebook, with detailed information, procedures, and tips on the conduct of events and the management of officials and competitions.
We welcome your ideas for new items or changes to existing materials. Send your inputs to the Best Practices Editor, Greg Utecht.
Customer-centricity is an often-misused term, but it actually has a pretty straightforward definition: Put the customer at the forefront of everything the business does. That means that you take the time to understand your customer and don’t make any decisions without thinking of the impact it could have on her.
I often like to say: No discussions, no decisions, no designs without bringing in the customer and her voice, without asking how it will impact the customer, how it will make her feel, what problems it will help her to solve, what value it will create and deliver for her.
To get your company thinking differently, you have to first know and embrace the principles and the practices of customer-centricity, and you have to ensure that they remain aligned to achieve the desired outcomes of designing such an organization.
The following outlines the eight principles of customer-centricity and their corresponding practices.
1. Culture: Culture = Core Values + Behavior. You have to have the core values in place to support a customer-centric culture. You must deliberately design a culture of customer-centricity. And that only happens when there’s a commitment from the top to put the customer and the customer experience front and center. It then shifts the organization’s mindset, behavior, and ultimately, the culture.
The values must be socialized and operationalized. Acceptable behaviors must be outlined to help employees and executives know what it means to be customer-centric. And no processes or policies should be developed without the values (and, hence, the customer) in mind.
2. Employee Experience: You cannot be customer-centric without putting employees first. We know that the employee experience drives the customer experience, so you have to design and deliver a great experience for employees first in order for them to take on customer-centric behaviors.
Putting employees more first means that you will take the time to understand your employees, their needs and their pain points so that you can design a great experience for them. This includes ensuring they have the tools, training, resources, processes and policies to be customer-centric.
3. People Before Products: Customer-centric companies put the customer into all they do, including when they design products and services. For whom are you developing the product if you don’t consider the customer and understand what problems your product will solve for her?
As such, you must bring your understanding of customers’ needs, problems to solve and jobs to be done into product design and development. Help your customer solve problems; don’t just create products and add features and functionality (which often add complexity) without customer understanding.
4. People Before Profits: Customer-centric companies take a different stance when it comes to business. They realize that when they take care of their people, the numbers will come.
They approach business from a different lens: They focus on taking care of employees and delivering a great employee experience, understanding the employee experience-customer experience connection. They create and deliver value for their customers and for the communities around them, knowing that the outcome is that shareholders will achieve value, too. They look at the full equation, not just on that latter component.
5. People Before Metrics: I often cite Bain’s delivery gap and, importantly, the reasons for that gap when I offer up this principle. When companies have a disproportionate focus on growth (i.e., acquisition over retention), then they are focused on metrics to satisfy analysts and shareholders. And when companies focus on moving the needle on their customer metrics (e.g., net promoter score or customer satisfaction), they do things differently and do different things than when they focus on the people and doing what’s right for them (resulting in a moved needle).
You must shift the balance to focus more on doing what it takes to retain customers. That means focusing on the customer experience. The metrics will come.
6. Customer Understanding: Customer-centric companies know that customer understanding is the cornerstone of customer-centricity. You cannot bring the customer and her voice into the business if you don’t take the time to listen to her, get to know her better, and understand her pain points, problems to solve, and jobs to be done.
You can achieve customer understanding in three ways: listening (feedback and data), characterizing (research-based personas), and empathizing (journey mapping with customers).
7. Outside-In Thinking Versus Inside-Out: Customer-centric leaders must acknowledge, accept, and advocate for bringing the customer voice into all they do. That’s outside-in thinking and doing. When leaders use inside-out thinking and doing, they believe they know what’s best for customers and act on their ideas and thoughts rather than on customer feedback and input. This is the antithesis of customer-centricity!
Remove the phrase “We think customers …” from your corporate vocabulary and replace it with “We know customers …” because you actually know customers! You’ve done the work.
8. Platinum Rule Over Golden Rule: You might be shocked to read that statement, but the Golden Rule is also the antithesis of customer-centricity. It states: Treat others the way you would want to be treated. That’s inside-out thinking and doing; that says that you assume to know how others want to be treated.
Instead, shift the behaviors and use the Platinum Rule: Treat others the way they want to be treated. Again, you can do this because you’ve done the work to understand your customers.
If you think focusing on culture as a solid foundation for your business is all fluff, consider this: Duke University’s Fuqua School of Business conducted some culture research a few years ago, the details of which are outlined in two papers: "Corporate Culture: Evidence from the Field" and "Corporate Culture: The Interview Evidence." The benefits and the outcomes are real, for employees, for customers and for the business!
The New Jersey Devils practice Friday at 12:30 p.m. before a back-to-back weekend showdown against the New York Rangers Saturday and Sunday afternoon to finish out the season series and Hudson River Rivalry Week.
There were no updates on the health situations for forwards Pavel Zacha (undisclosed) and Jesper Bratt (lower-body).
"They're still day-to-day, but unlikely either will play (Saturday)," Devils head coach Lindy Ruff said.
Ruff added that defenseman P.K. Subban was given a maintenance day Friday and the team is "hopefully" he'll be able to play Saturday.
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South Suburban Family Sports Center
The practice and training camp home of the Colorado Avalanche is located inside a 150,000 square foot family entertainment center containing two National Hockey League ice rinks and 37,000 square feet dedicated to family fun.
Located in southeast Denver near the intersection of Arapahoe Road and Peoria Street, Family Sports also offers a snack bar, hockey and golf pro shops, a heated driving range, a nine-hole golf course, miniature golf, and a full service bar and restaurant. Upon entering the lobby, patrons will be treated to one of the finest entertainment venues along the Front Range. Rows of state-of-the-art video games, a laser tag arena, and a climbing wall are just some of the attractions which will appeal to children and adults of all ages.
The Avalanche portion of the facility is on the west side of the complex and contains administrative space and dressing room facilities dedicated solely to the hockey club. The second floor houses offices for the Avalanche Hockey Operations staff, a video room, and a newly expanded weight room.
The main level of the building features the Avalanche dressing room, which includes a changing area, players' lounge, training room facilities complete with a steam room, whirlpool, and hot tub, equipment storage space, and direct access to the ice.
Hockey players of all ages and skill levels will enjoy the facilities available at Family Sports, home of the Arapahoe Youth and Adult Hockey Leagues, offering 1,200 players the opportunity to play the game of hockey. For more information on the programs offered at the South Suburban Family Sports Center, call 303.708.9500, or visit http://www.ssprd.org/Family-Sports-Ice-Arena.
Avalanche Practice Schedule
Practices at Family Sports Center are free and open to the public. Please be aware that all practice times and places are subject to change.
Avalanche Practice Times
During the regular season, the Avalanche typically practices on non-game days when the team is at home. All practices will take place at Family Sports and are free and open to the public. Practice times are usually 11:00 a.m.
What Is a NINJA Loan?
A NINJA loan is a slang term for a loan extended to a borrower with little or no attempt by the lender to verify the applicant's ability to repay. It stands for "no income, no job, and no assets." Whereas most lenders require loan applicants to provide evidence of a stable stream of income or sufficient collateral, a NINJA loan ignores that verification process.
NINJA loans were more common prior to the 2008 financial crisis. In the aftermath of the crisis, the U.S. government issued new regulations to Strengthen standard lending practices across the credit market, which included tightening the requirements for granting loans. At this point, NINJA loans are rare, if not extinct.
How a NINJA Loan Works
Financial institutions that offered NINJA loans base their decision on a borrower’s credit score with no verification of income or assets, such as through income tax returns, pay stubs, or bank and brokerage statements. Borrowers must have a credit score over a certain threshold to qualify. Since NINJA loans are generally provided through subprime lenders, however, their credit score requirements may be lower than those of mainstream lenders, such as major banks.
NINJA loans are structured with varying terms. Some may offer an attractively low initial interest rate that increases over time. Borrowers are required to repay the debt according to a scheduled time frame. Failing to make those payments can cause the lender to take legal action to collect the debt, resulting in a drop in the borrower's credit score and ability to obtain other loans in the future.
Risks of NINJA Loans
Because NINJA loans require so little paperwork compared to, for example, traditional home mortgages or business loans, an application is processed quickly. Their speedy delivery makes them appealing to some borrowers, particularly those who lack the customary documentation or don't wish to produce it.
The loans can, however, be very risky for the lender. Because NINJA loans require no evidence of collateral, they are not secured by any assets that a lender could seize if the borrower defaults on the loan.
NINJA loans are also risky for the borrower, unfettered as they are by the traditionally conservative bank underwriting practices that often keep both sides out of trouble. Borrowers may be encouraged to take out larger loans than they can reasonably expect to repay, particularly if they focus on a low introductory interest rate that will rise in the future.
NINJA loans can be extremely risky for borrowers and lenders alike.
NINJA Loans and the Financial Crisis
After a high level of loan defaults helped trigger the 2008 financial crisis and a crash in real estate values in many parts of the country, the government imposed stricter rules on lenders, making loans more highly regulated than before, with mortgage loans seeing the greatest impact.
The 2010 Dodd–Frank Wall Street Reform and Consumer Protection Act created new standards for lending and loan applications. The new rules largely did away with NINJA loans, requiring lenders to obtain more comprehensive information about prospective borrowers, including their credit scores and documented evidence of their employment and other income sources.
The proliferation of NINJA loans was a contributing factor in the 2007–2008 financial crisis and housing bubble. One research paper estimated that such loans accounted for $100 billion, or 20% of total losses, tallied during the crisis.
Are NINJA Loans Still Available?
NINJA loans have largely ceased to exist in the United States due to tighter lending standards put in place after the 2008 financial crisis.
Why Did Banks Offer NINJA Loans?
Prior to the financial crisis, banks became greedy in profiting from writing home loans. NINJA loans were originally designed for borrowers who had difficulty producing the necessary paperwork to verify their income and assets, such as prior tax returns because they derived their income from untraditional sources where such documentation is unavailable (e.g., tips or a personal business). Lenders often extended these loans to borrowers based purely on their credit scores, without any further documentation of the individual’s ability to make payments.
What Are Other Terms for NINJA Loans?
The Bottom Line
Popular in the early- to mid-2000s, NINJA loans (which required no proof of employment, income, or assets) were partly responsible for the housing bubble and subsequent collapse coinciding with the 2007–2008 financial crisis and the ensuing Great Recession. Since that time, new regulations have largely stamped out this practice.
The Broncos will host the Rams in Week Three of the preseason, and beforehand the two teams plan to get together on the Broncos’ practice field.
Broncos coach Sean Payton said that after seeing the Broncos’ preseason schedule, they reached out to the Rams to begin arranging joint practices.
“We’re on the road with two games, and I think the goal is to have a joint practice with the Rams,” Payton said. “[Rams head coach] Sean [McVay] and I have talked, and then I know that obviously the ownership groups are connected, and [Rams general manager] Les [Snead] and [Broncos GM] George [Paton]. There’s been no announcement made, but I think our hopes and goal is to have a chance to practice here. . . . So our goal is to have a joint practice with Los Angeles and then play that third game.”
Over the last 10 seasons the Broncos have had a joint practice every year, with the exception of 2020, when the preseason was canceled and no teams had joint practices.
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