Hello everyone. Thank you for coming. We're here to talk about the cloud native maturity model. Yep, welcome to this maintainer trait session of the Cartagraphos working group. The group's mission is to provide artifacts to help navigate the cloud native landscape. And our first deliverable has been the cloud native maturity model. This is a maintainer session. We hope you'll be familiar with the maturity model, but no problem if you're not. We'll provide you with some information and also go through the latest updates. For those of you who aren't familiar with the model, we'll go through it. So my name is Simon Forster and I'm a co-chair of the working group and I'm a technical architect in financial services. And I'm Danielle Cook. I'm also a co-chair of the Cartagraphos working group. I run a virtual event called cube crash, which promotes a bunch of open source technology. So if you're interested in that, that will be happening in a few months. And I'm a VP at Fairwinds. So just to give a quick background on the Cartagraphos working group, so we launched this working group in 2021 with the goal of trying to provide a map, if you will, of how to adopt cloud native technologies. So really the driver of getting more people to adopt it. So we have been around for a while. And to kind of set the scene, we're going to give a little background about the maturity model. So there's five main levels that we go through with this. We have the kind of baseline that you've already decided to go cloud native before you even pick up the maturity model. So we're not starting from a point of should you do it or should you not. But the five levels are starting at build. So that's where you have kind of a baseline environment, but you're not in production. You're trialing it out. Lots of POV is trying to decide if it's for you and your organization. Level two is where you actually start operating. And so you move into production. You might be doing it with one application, a few applications, but it's not not scaled out yet. You're still proving the model to your business. Level three is really when you do start to scale. And that's when the organization has become fully committed to cloud native. Level four is where you start to improve all of those decisions you made in the very beginning. So you're looking at security, you're looking at compliance, you're looking at your cost, you're looking at all of those things and trying to maybe fix some of the things you made. And then finally at level five, that's really, we've renamed it to adapt. And that's where you're starting to adapt what you've done to further ways of working. So when we were building this model, we took several different models and pulled them all together. And what we started to notice that there were some key themes that came out and different patterns around people, process, technology, policy. And then we did have a subset of business outcomes on it. But it didn't really go truly into depth there. So as we started thinking about this presentation, we were thinking, okay, we don't want to just present the full maturity model, but we want to talk about kind of the main drivers for changing it. So there's lots of vendors out there who are just promoting, hey, ship applications faster, go cloud native. But we all know that maybe that's not necessarily the thing. Like maybe that's not the reason you're going to cloud native. So maybe that is not the benefit that you should be communicating to your business. Because reality is like going faster isn't necessarily the right thing to do. So as maintainers of technology, some of you are maintainers of open source technologies here, as trying to put this together, we wanted to make this model more about your goals. So if anybody has been watching the Beckham documentary or maybe you're a soccer fan or a football fan, however you want to say it, it's all about the goals. And so really cloud native and all of us need to do a better job of communicating the value of cloud native in terms of what the business goals are. So one of the first things we wanted to mention is that technology goals need to focus on the business outcomes that are expected. So outcomes are not just faster for its own sake, but rather they are to meet business demands while mitigating risk. And one thing that we noticed is that we can consider risk as being like the gravity, the opposing force to a business advantage. And so for every advantage, there is an equal and opposite risk if you want to go that far. So we then considered that we needed to have a much more in-depth review of business value that cloud provides. So you can see here the cloud native Parthenon as we have dubbed it just for today. We might be technologists, but in reality we're really serving a business. We do this through products and services that need to be released. Okay, the shipping faster. We do it to serve stakeholders, such as our sea level and our boards. Or it might be something just a little more ephemeral like a business model and simply serving competitive advantage. Either way, as technologists, we have to serve a business. And organizations don't want to just ship faster. We need to get products and services to market faster. So what we've done is just recalibrate or reorient the cloud native maturity model to really focus a little more on business value first and foremost. And then those outcomes are then supported by the people, process, policy and technology pillars that we see reflected here. So if we imagine ourselves sort of walking up those steps for our Acropolis, each step represents where we are within our cloud native journey and each of those pillars is one of those key areas that we will be levelling up and ideally at the same time, not always. So, oh, my mistake. We've now launched version three of the cloud native maturity model and this has gone live on the CNCF website. And we're going to walk through the five levels and show some of the new business value messaging. And you will find this new content at maturitymodel.cncf.io. So if we dig into it a little bit, we have a prologue section within the maturity model microsite. And we have a, in the prologue, the introduction, we've now included a summary table that outlines several examples. We've got two business to business examples and also business to consumer example. And what we can see here is how the business models reflect, again, people, process, policy and technology, they are still there. But we also start to emphasize key performance indicators. So in this table, we can provide examples of each, for each business model of a KPI for a given goal. So in our first example, we can see a business to business model with acne software sowing into the enterprise market and they have to demonstrate security and compliance and their KPIs will be around, say, vulnerability counts. We can see in the second row, KPI, zero policy violations. So we start to bring this out and start to attempt to give some concrete information on what to look for. Moving on as well, I just want, we can reiterate that as we look further down that chart, we can see process, policy and people remain key dimensions. And we can see that in the first column. So now we're going to dig into a little bit on each of the sections. And again, the business outcomes, you can totally go look at it on the website and see all the different levels on the tech and the policy and the people. And it's definitely worth reading. So last year when we were in Detroit, we sat in on the CTO summit and the clear thing that came out of the summit was that organizations need to understand what tangible benefits they're going to do because cloud native isn't just like, Hey, we're going cloud. It's cool. It's no problem. It takes a lot. And there's a lot of organizational changes that need to happen to make it real. So when you are in level one in the build stage, those are some considerations you need to take on. And that's why it's so important that this business value is communicated. So the first kind of point that we wanted to call out in this is really around prioritizing your goals and your issues. So what we find is that, you know, people want to do it. They want this technology that they want to use this open source project, you know, they want to need to get new resources and whatnot, but really you need to truly understand and prioritize the application you're moving first or what you're doing. And then also what tradeoffs you're going to make. So we go through in the maturity model, giving some examples of those. So in the build phase, you might have, you know, an application that you're like, we're going to move this one, we're going to trial it out. And our goal here is to improve customer satisfaction, let's call them one. And so yeah, you're going to go, what's our strategy to do that? We need faster response times. We need to make the customer happy because they're not waiting, whether it's internal or external. And then, you know, the technologist is going to go, okay, well, let's look at the tradeoffs. Like, so do we put it in a closer cloud region? Do we use Kubernetes at the edge? Or, you know, but those things are going to be expensive, they're going to take longer. So let's talk about expense versus the actual goal. The middle example is around cost effectiveness. So being able to communicate, hey, we know we're going cloud native because we want to do a cost reduction exercise, but like, it's not going to be cheaper first. So what does that look like? Okay, we're going to move to a cheaper cloud region, but we're going to have slower response times. So really here in the build phase, you need to understand those. You need to communicate the tradeoffs, but you need to communicate the tradeoffs in a way that does not just sound like, well, we want to use this technology and it's cool because it's cool. And actually speak the language of the business. The other thing we've done in the maturity model now is within each section, we've called out a cost area. Because I think that people say, we'll move to the cloud, it'll be cheaper, it'll be fine, but we know that that isn't the reality. So you need to have alignment on this is going to be expensive before it is cheaper, or we are, we can't just take a legacy, legacy product and move it over. We need to actually look at, well, what are the vendors? What is the open source? What's available to us here? We might have to spend some more money on it. So there needs to be some alignment.   Obviously, there's a lot of large organizations that have to have inherited big systems that need to evolve. And as I point to said, mentioned like costs are not going to go down, but in this build stage and this level one, you shouldn't have crazy, you know, prices increase or cloud questions that go up dramatically because you're just trying to get out. You're just working on it locally, maybe, but in smaller environments. So for level two is a really critical part of the of the cloud native maturity model. It's where our first apps go into production. These are speedboat applications that have been identified. It requires a lot of people, process, policy, and again, technology to be there as a prerequisite in the first place. And if we think about it, when we carry out a migration, particularly to public cloud, we have to consider does our backup or I am strategy, for example, work? If we move, you know, we need to plan for a cascade of activities in order to build the foundations for those very first applications. So again, we have to really align with our business on what we're going to move. We need to think about where we're hurting and where will we benefit the most from migrating? What do we expect? Do we, will our non-functional capabilities, our capacity, our performance, our availability improve as a result? Or alternatively, will there be additional functionality that going cloud native will help us to implement? So as we're dealing with the business, we're going to obviously need to measure these types of things. We'll have to have key performance indicators and objectives and key results to find. And we're going to have to have good communication between the technology and the business units. And as we can see from the quote, this message was really brought home within the CTO Summit within KubeCon in Detroit. Many organizations get stuck at level two because they can't demonstrate how cloud native has actually helped achieve a business goal. So again, with money, when it comes to the money, costs are going to change, particularly when we're dealing with the public cloud. And consider one way is that instead of having a traditional CAPEX model, we're moving to OPEX. So instead of buying those servers outright, putting them in a data center and then depreciating them on the books and not necessarily having money go out of the organization for three years, instead with cloud, that money's going out monthly. There are invoices turning up. So it means that we can't necessarily sweat hardware in the same way that we would have previously. But because we're not paying for data center space, those depreciation costs will change. So again, it's important to talk to cloud service providers about discounts and understand those pricing models and also who has responsibility for those commercial relationships. It's surprising how it's difficult to find out who owns those relationships and who's negotiated with. So cost controls now everyone's responsibility. Real money's going out the door rather than just being expenses on the books. So now we're moving on to level three, the messy middle. You've heard it here first. I have coined it. I have coined it. So I have a brother and a sister and I am the youngest and I did many journeys in the car where I was in the middle being pushed in either direction and things weren't great. And so when we were talking about level three, we're talking about business outcomes, we're like, this is just a mass.  But what's important here is that you don't give up and that the business doesn't give up here either because really here you have decided that there is a lot of value and hopefully you'll have communicated that business value. So the business understands like, yes, we need to push through this area and get through it. So here you have, you know, one of the problems here is that it takes a lot of resources to get done what you want to do. So like you'll, when you get to this point, you'll have sprawl, you'll have a proliferation of tools, you'll be spending a lot of money. And so trying to get the business to understand like, this isn't our ideal situation. This is just kind of where we're at right now is really important. And for some, they'll skirt through this messy middle pretty quickly, depending on the size of your environment. But unfortunately for maybe large enterprise organizations, you might be here for a while. And that's my ideal. And cost again, it comes back to money. So as we can see from this pretty graph, the messy middle is a place where we can find a tremendous amount of pain. We run the risk of having both significant cloud native as well as legacy costs, particularly in the middle of an ongoing migration to public cloud. But your technical team may have solutions at hand. Good examples of that of this are sophisticated workload sizing or placement decisions. Your technical organization will need time to pay down that technical debt and to get those optimizations in place. So it's really incumbent at this point within a business that the business understands this and that there is clear communication between the technical organization and the business stakeholders to avoid this pain or to understand how it is and that it's not, it will come to an end. At level four, the technology now, we're really seeing a much more of an emphasis on business output and less of a focus necessarily on technology in and of itself. The improvements made should be focused on getting business value, going, getting better business value by reducing repeatable processes. We expect to see a lot more alignment and understanding again between the business stakeholders, finance, developers and operations. The time the tech team needs to pay down that technical debt that we've just spoken about in level three, we hope that that'll be pretty much complete and we expect to see a consolidation of technology. One of the characteristics of level three is that we have a wide variety of technology within the organization and there are maybe additional products and projects that have been brought in to the organization as it explores and finds its way through its transition towards cloud native. We expect at level four to start to see real consolidation. We also expect to see some effective automation of policy and compliance. Again, it's important to measure this. Remember the business loves key performance indicators. Legacy apps will still be around but they may only be there as a necessity, particularly for a specific regulatory requirement or they'll be left to simply age out. We do expect to see a reorientation at this point where our our attention is directed much more towards innovation and less to that support and firefighting that we can see in the earlier levels. So again, cost. Cost optimization rules here and we want to make sure that our infrastructure is optimized for that efficiency and we'll also need to again provide proof of this. The great thing is that we do have tools that can help demonstrate cloud and Kubernetes cost optimization. So level five is what we like to call utopia, which I'm sure most people aren't here. We loved this picture of this dog who's just so perfectly happy and content and everything's perfect and that's unfortunately not the reality. But level five is you've achieved all your business goals. Everything's great, but you need to adapt. So a business changes all the time.  A year later, it's another goal, two years. So level five, you are looking at adapting, but you're really hopefully have all the foundations built. And when you're talking to the business, they've completely bought into cloud native. You've changed the way your organization operates. So when you're adapting, it's not this huge pivot like it once, you know, what it was when you were moving from what your legacy was to your cloud native. And then, you know, cost obviously in level five, it's utopia. So all costs are predictable. Everything's great. You know exactly what you're spending. And we know that that's not necessarily the reality at many places. So that's like a whistle stop tour of the model. But because this is a maintainer section, now this is where we talk to you all about next step. Yeah. There is a tremendous amount of work to be done. So the cloud native maturity model is a living artifact and it's open source. And we really welcome contributors and contributions. We have a few things on our agenda that we would like to continue doing. Some good examples are we want to further incorporate references to materials throughout the CNCF into the model and provide links. We want users of the maturity model to easily cross reference this with further resources within the CNCF. There are many within both the tags and the projects. We need to further develop the categories within the key areas of people, process, policy and technology. We would like to add in platform engineering. There's been a tremendous amount of work within the CNCF on this topic over the past year or so. And we really want to get that content incorporated in. There's also the platform maturity model. We've worked closely with the developers of that and it's been fantastic. And so we want to start to bring in some of the insights from that. And we see that the platform maturity model works incredibly well with the wider and broader cloud native maturity model. It's also other areas such as developer agility, security, as well as technical domains like storage that we would like to further flesh out. So we really appreciate contributions. So we would like new content. Finally, of course, as we all know, the landscape is consistently changing. And then some other points as well. We need new perspectives and yours is important. The model has a bias towards large organizations. And so can you help bring another perspective? When it was originally drafted, we wanted to make sure that individuals could use it as much as an enterprise. So it's a real opportunity, particularly for people who don't code to make no code contributions and become a contributor to the CNCF. So to finish up as well, the maturity model is available at maturitymodel.cncf.io. It's all in GitHub. So you can submit an issue or a pull request. And we'd be delighted to review that. We hold community meetings every two weeks. They're at 1 p.m. Eastern on a Tuesday. So please join up. Come along. You'll need to register at community.cncf.io. But come along and join us there.  So we're all in Slack. You can start there if you want. Exactly. And with Fetch, get involved. And are there any questions? This was really helpful. And the first thing that I've noticed when I saw the topic was the Richardson maturity model for APIs. That's what came to my mind. And I saw a correlation between maybe potentially this can be that type of a model for cloud native space, whereas the Richardson model is for APIs. So today, like in the industry, especially I do it for my projects, is that I use that Richardson model as a level of where the maturity of APIs are. So when I saw this, I assumed that that's what basically answered for me is that potentially this can be something that in my organization and corporation, that now I can say what level of maturity model projects, teams, groups, and departments are, and where do they land? What do they need in order for them to move up? So on that, is that the intention of making this as popular as what the Richardson model for APIs became? I mean, we would love that. That would be fantastic. We do already know from attending this conference that there are people who are using it like this. They have, whether it's a managed service provider that's calling into somebody and saying, well, let's let's figure out where you are. And you might be here in this level for this application, but not this, or we need to upskill your people and using it like that. You know, I think one of the topics we talked about at this event is could we build a spreadsheet where people could just tick off where they're at and where they're at the journey and give it to their boss at an organization or externally to other companies. So absolutely. And if you want to participate, we'd love the help. Yeah, that's something that I can definitely do and work with you guys and advocate like in my company and teams. The other thing is in the first levels, I saw the importance of OKRs that play. And at the end, I saw you guys listing up some of the on the on the development side and the resources side were which kind of come in afterwards. So I think that OKR and the concept of OKR is important to also be built inside this in that first or second level of this because and that becomes a dependency item because it makes sense with the measurable concept and the usage and you guys brought it up a couple of times too. So I was waiting to see if it comes up as a bullet point and it kind of did not like explicitly do, but it was more implicit. So I think that it will be nice if we can also have that concrete that OKR is important for you to pass that type of a level in order to move up. So I love that. We did a in the in the grid that we showed, we do have a level that's like here's some sample OKRs you could have here and here's some sample and here's and they change based on what the business goal is. And at one point, when we're talking about the B2C example, we're talking about it's really what's your net promoter score? What is that? And so we have it, but more, you know, we would welcome more feedback on where can we have some really specific examples of those. And the reason I bring this up, the only reason I bring this up is some organizations and some companies have used OKRs inside their systems, like and some have not yet adapted yet. So if this is if we can explicitly say this, it can make that organization or company or team start adapting OKRs. I feel OKRs are very helpful for any organization. It sets up your quarterly goals, measurable, tangible. And we talked about how important tangibility is, and it gets lost inside engineering. So we map that to business and OKRs do a very good job. Those companies that still have not adapted OKRs, this can become something that they start adapting it and they need to adapt it in order to pass that level versus no, you could use it. No, you have to use it. Yeah. Well, thank you all for coming. I hope you have a great time in Chicago tonight and thanks.


Russia's threat to NATO has increased, and war seems inevitable. Several Russian financial, economic and military indicators suggest that Russia is preparing for a large-scale conventional conflict with NATO, not imminently, but likely on a shorter timeline than what some Western analysts have initially posited. That's according to the Institute for the Study of War, the ISW believes that Putin is likely attempting to set conditions to stabilise Russia's long-term financial position at a higher level of government expenditure. The International Monetary Fund assessed that Russia's GDP will grow by 2.6% in 2024 and reported that Russia's GDP grew faster than all group of seven countries' economies in 2023. The timeline for the reconstitution of a significant Russian conventional military threat depends heavily on the financial resources Putin is willing to put against military efforts. He likely understands that financial crackdowns against wealthy industrialist Siloviki, Russian strongmen with political influence, could risk the political rapport Putin has built with them and is trying to mitigate those consequences. The report emphasises that Putin's attempts to set conditions to stabilise Russia's economy and finances are most likely part of Russian financial and domestic preparations for a potential future large-scale conflict with NATO and not just for a protracted war in Ukraine. The Russian military continues to undertake structural reforms to simultaneously support the war in Ukraine while expanding Russia's conventional capabilities in the long-term in preparation for a potential future large-scale conflict with NATO, the report said. Sergei Shoigu earlier outlined several ongoing efforts to bolster Russia's conventional military capabilities, more likely as part of Russia's long-term effort to prepare for a potential conventional war with NATO than as part of the war against Ukraine. The ISW believes that Russia currently lacks the manpower, military infrastructure and training capacity to properly staff several entirely new divisions to army-level formations to full-end strength in the immediate to medium-term. ISW analysts also added that ongoing personnel changes within the Russian Defence Ministry might be further indicators of Russia's preparations for a conflict in the long-term. Putin needs refineries in Novopoltsk and Mazir of Belarus. Ukrainian drones may fly there. A tenth of fuel production in the Russian Federation has been paralysed as a result of Ukrainian attacks. This is a serious blow to the Russian economy. The Charter 97 website spoke about this with Ukrainian military political observer of the Information Resistance Group, Oleksandr Kovalenko. Firstly, the shocks affected the export of Russian petroleum products, which is the main item in filling the Russian budget. Secondly, internal economic destabilisation occurred, which is already manifesting itself very eloquently. It affected domestic civilian and commercial consumers. Gasoline prices are rising, queues are lining up for it. In a number of settlements and in some places, there is a shortage. Kovalenko added. However, the Russian authorities do not pay much attention to civilians. But if the commercial component begins to suffer, then this again is an impact on the budget that finances the war against Ukraine. Thirdly, a blow was also struck to the supply of fuel and lubricants to the Russian occupation forces. Here I will immediately emphasise that Putin will sacrifice anything. Civilians, commerce, he may not even fill ambulances, but everything will be sent to war. Damaged plants, refinery stations and transport hubs currently do not provide the full volume of petroleum products, processing as well as their transit. The length of delivery of fuels and lubricants increases. The Russian occupying forces are beginning to feel a progressive deficit, but the first signs are already happening against the backdrop of a collapse in exports and a deficit for domestic consumers. Such attacks are effective. They will continue if only for the reason that the restoration of any of these oil refineries in itself is unacceptable. In addition, there are several refineries left in the near-affected area that should be taken out of operation. The experts said, perhaps Russia will use the Belarusian oil refineries in Mazir and Navapolatsk for its needs. Is there a possibility that some unidentified UAV will fly to these objects? According to the expert, it is possible that Putin will use them, but they will not be able to compensate for the dozens of Russian refineries that have failed or are temporarily out of order. This will be some kind of situational compensation that will not have a critical impact on the resumption of supply to the domestic consumer in the Russian Federation or the occupying army. On the other hand, if this facility takes part in this kind of support and supply, then who knows? In Belarus, after all, there are partisans who act in the interests of the Belarusian people and not the Lukashenko regime. It is possible that something could happen there too, Kovalenko said.


Hey guys, welcome back to my youtube channel. This is Daniel Rosa here I was checking my youtube comments yesterday, and I was chatting with a youtube user by the name of no more war I don't know if it's he or she so I'm gonna have this have to do this awkward he she thing. He or she was saying that Subtitles which I've done a few videos about recently in Caden live were you know kind of not Ideal because you couldn't style the subtitles and I've done a few videos recently on Subtitling and Caden and it was actually only after Watching my own video that I subtitled hard subtitles that I said you know what that's that's a good point The subtitles aren't like that amazing so he or she then said good news in the latest Caden live there is Subtitles support and I went in and checked my version of Caden live And indeed I was not running the latest and greatest stable release And I thought it'd be worth doing a video if you guys are also about using a bunch of editing video and Caden live and finding yourself confused now if I jump over into my second screen here This threads in the Caden live subreddit here speaks to the confusion This this is from a month ago some Some somebody posted here is it better to install Caden live as a PPA PPA as a snap as a Debian as a flat pack or as an app image now if I want to just say one kind of Maybe constructive criticism of the Caden live project It is a little bit confusing that you've got all these options what I did I recently installed my this my operating system my Ubuntu from scratch I did a fresh install for the first time in like five years and I just did a simple pseudo APT Got get install Caden live in other words I installed it from the Caden live Default repository now it seems as if that's not the way to get the latest and greatest version So what I thought I would do in this video was firstly if you don't know how to check which version of Caden live You are using show you guys how to do that Secondly, I will show you how to look up the releases because Caden live do a very good job at keeping Documentation on their website and you can find if there's a new release you can see This is interesting. This is not interesting and choose to upgrade or perhaps go as I did just now From using the one in the official repository to the one in the PPA maintain maintained by Caden live so first First order of business is as I said to check the version of Caden live That you are running on your computer So in order to do this, I'm just gonna have to like drag it There we go bring it over to this screen here. So under help in the far right of the menu you have a Option there for about Caden live and if you click on this you're going to see you can see I'm running here version 22 Decimal 08 Decimal 0's that's how to check which version of Caden live you have installed again go under help Click on about Caden live and you'll find the version number there Now in terms of finding out what's the latest table release So the Caden live website is available at I'm going to just put myself up a small bit Caden live org and on the home page if you click on download It's going to say download current stable release So this is a way to check if you are running the latest stable release of Caden Because if your version number is below that then you're running effectively an old version of Caden live now In order to get it they have options for windows Ubuntu and indeed for Mac and under Linux We have three different options. We have the flat pack We have the app image and we have the Ubuntu PPA so the Ubuntu PPA is what I've just switched to and that's what I've been using for the Majority of my time using Caden live if you don't know how to add it Just click on the PPA and it'll tell you you need to run this command You need to add the Caden live stable PPA to your repository manager and then you need to do a pseudo APT update And it should pull in to your computer the latest version of Caden in other words If you're not running the latest one is going to upgrade Which is what I just did to get up to the latest stable release now as well as the stable release There are daily bills and again, these are made available for Windows Linux and Mac they're labeled Experimentary and you've bought near for flat pack adding the repository So that's how you can do it if you want the latest unstable bills But if you want to just stick to the stable bills, here's what you can do now very important as well as to know What's new in other words? It's gonna save you a bit of time digging through Features to say hey, what have they upgraded so what I do is I know this is probably not the best way to do it I just Google I actually just googled not even Caden live and it came up and they'll typically Write a blog post or release blog post in which they described what's been added So this blog post is from September 18 2022 And they actually show you specifically which commits were added. So this is a pretty minor one But if you go back to another release in the 2208 series, we're probably gonna see you know a longer list of commits But nevertheless if you want to go really really granular and they even link over to the commits So if you want to see specifically what code was changed in the code repo You're able to go in there, but it's usually good enough just to look at this So if we look at the Caden live 22081 release notes, we can see they have fish fix crash when clip is modified by external app Fixed double-clicking mix. So these are all you know stability upgrades other types of upgrades and sometimes you'll see something important for instance one One feature I'm really looking forward to seeing is when they roll out support which I know is in their feature request for Simultaneous subtitles. So if you want to add two layers of subtitles in two different languages that there's gonna be support for that So I hope that's just a little bit of info for For folks who are you know using Caden live just to summarize again if you want to check which version you're running It's worth going into about Caden live Sorry help about Caden live to see the version if you want to stay up with the stable builds add the Caden live PPA to your computer do an upgrade. You'll pull in the latest version Then if you want to check What they are doing in The various versions Then you can also do that and remember just clicking on download you're gonna get to the Get to the latest info here, and you'll be able to see exactly what's in the daily builds and Change over to one of these options if you don't like the version of Caden you are getting with your however You're currently installing it hope this video is useful Thank you guys for watching if you do want to get more videos for me about Caden live and other subjects Do feel free to subscribe to this YouTube channel. Thank you very much for watching


A novel remote sensing image change detection method called entropy query by fuzzy art map object-wise joint classification comparison, Ekfamo BJCC, is presented in this article, which reduces cumulative error and salt and pepper effect by integrating entropy query by measurement of active learning with fuzzy art map neural network, introducing joint classification comparison, and using super pixel segmentation method, majority voting rule, and comparison of each super pixels. The proposed method was used to monitor the reclamation status of Liaha S. Jury wetland via 10-time series remote sensing images from 1987 to 2014, achieving an average classification accuracy of 94.12% and a total detection error of 27.03%. This article was authored by Min It-Han, Chen Kun-Jong, and Yang Jiu.


Making the state tournament is impressive but to do it with two of your starters being injured with ACL tears is almost unheard of. Well the Monaga Girls basketball team did exactly that last Friday and now sports reporter Anthony Scott explains why the Braves are a dangerous team heading down to state. They can expect a small team who's ready to fight. That's one way to describe the Monaga Girls basketball team as they have fought through injuries and overcome illnesses on their way to a 29-in-1 record in a section 5a title. We came over a lot of adversity this year so it's really cool to just pull it off and finish our goal that we had in the beginning of the year. Now the Braves are headed to the state tournament with one goal in mind. We're going down to win it. I mean that's our number one goal but obviously definitely want to improve on last year's finish for sure and get one to start with and then hopefully build on that. And coach couldn't be happier with how the team is playing going into their biggest game of the year. We're playing our best basketball right now. I think our defense has really carried us through the last throw at playoffs and throughout the end of the year and then our offense is starting to click and then we're starting to gel offensively and I think I think we're playing our best basketball this year right now. Combine that with their tough schedule and their experience from last year's state tournament and you have a Monaga team that will be tough to beat. We've had a ton of huge road games. We're going to Belgrade, went to Pine River, went to Hopkins, went to West Central, two more head. All those tough road games have really helped us all the way through. It's very different. All the fans of not even just your team but the other team, it's a big atmosphere and I think last year we were a little shocked at how many people showed up and how big of an arena it was this year would definitely be different. The Braves will look to overcome their injuries once again when they take on bold high school tomorrow at 5 p.m. in the first round of the state tournament. Reporting from Monaga, Anthony Scott, Lakeland News. We'll have those highlights for you tomorrow.


This section describes the central myths required to sustain a capitalist economy. Since conventional approaches to social sciences do not mention this fact, it's important to emphasize that all societies are created by act of imagination and consensus on certain central narratives. A society is defined by a set of social networks which defines the roles and responsibilities, relationships and duties of all members of the society. This is the knowledge which creates the society and defines the identity of its members. This knowledge must be reproduced, must be taught from generation to generation in order for that society to continue to exist. So who creates this narrative, this underlying story which defines what that society is all about? Well, Mishaif Foucault says that these narratives are created by the people in power and they serve to support the structures of power. And the institutions of a society define what is to be considered as knowledge, how statements purporting to be knowledge are to be judged and how knowledge is to be produced. And basically the production of knowledge is intimately tied to the power structures of the society. One of the critical consequences of this understanding is that the ideas of the ruling class dominate the society. So as an example of this, the laborers in a capitalist society are not forced to labor and are not exploited by force. Rather they are educated to believe that their own exploitation is necessary for the survival of the system. And this system is the best of all possible ones so that there is no point in revolting against it. There is no alternative. One of the central myths which sustains capitalism is the myth of progress, the idea that under the realm of capitalism there has been massive progress for mankind. Actually the truth is that the emergence of capitalism and its subsequent growth has been a disaster for the mankind and also for the planet. But it has been painted as the greatest success of human history and this repainting of a disaster as a success is necessary for the survival of capitalism. And this propaganda is accomplished, this education of minds into believing in progress is accomplished by an educational system and other media. Some of the key ideas that capitalism must inculcate in members of a capitalist society in order to survive is that human lives can be bought and sold for money. This is necessary to create a labor market in order to motivate people to work for money instead of seeking spiritual progress or other non-monetary pursuits. They are taught to believe that the value of our lives can be measured in terms of money and in particular how much money I make is a symbol of my social standing. Helping the poor is harmful for productivity because it reduces the incentives for the labor class to work and that reduces the productivity which harms everybody, the whole society. So also we are taught that the goal of life is to maximize pleasure created by purchase of goods and that money which can be used to buy and sell lives and buy and sell goods. This is central to the acquisition of all pleasures that life has to offer, so the goal of our lives is to pursue money. One of the central tools for this brainwashing is economic theory and economic theory teaches us that the goal of our lives is to maximize the pleasure we obtain by purchasing goods and services. And it also conceals the role of money. It says that money is only used to facilitate exchange of commodities. Money is actually a veil. You can remove it from the picture to get an understanding of the real economy which is considered only with commodities. However, Galbraith finds the flaw in this picture and what he notes is that excessive production is necessary for capitalism and so capitalism produces massive amounts of excess goods surplus over and above what we need. And then it also uses advertising to condition minds to believe that they need these goods so that the demand for the excess goods is also manufactured just like the excess goods are manufactured. To be more technical, economic theory teaches us that everyone is in principle a laborer, we sell our lives in order to earn money and then we use this money to buy commodities. Marx wrote this as C transformed to M to C prime that is the commodity of labor is transformed into money by working and that that money is used to purchase goods which we need so money is transformed into more and different goods. We get deeper insight into what is happening by dividing what we purchase into the essentials which we need for survival and the surplus which is useless goods produced by capitalism which are required for the system. In reality the relations which govern the monetary economy which capitalism is are not CMC prime but the opposite. Capitalists use money to purchase labor and raw materials they then produce C prime the new commodities for purchase and they sell them to get more money. The goal of capitalism is to make money not to consume products also even though it appears that the goal of laborers is to purchase goods and that is what they are taught. Actually the laborers live in a precarious environment where their labor might be for sale or might not be and so they are also motivated to accumulate savings. So a society where everyone is driven by the desire to accumulate money is radically different from a society where everyone is driven by the goal to consume goods. So we conclude this lecture by noting that society is created by knowledge. The knowledge defines the social relationships, responsibilities, duties and assigns roles to different members. It creates the identity that we are members of our society and this knowledge must be imparted to all members to allow that society to continue to survive to be reproduced. It is the powerful elites of the society which construct this knowledge and educated all members to believe in this society so that everyone can fulfill their role in a contented fashion instead of revolting against the system. Islam however is unique in defining a natural social structure which is built into our fitra and is outlined in the Quran and the teachings of our Prophet Muhammad sallallahu alayhi wa sallam as exemplified by the society that was created.


You two, what's going on? It's engraving here with another video. Oh, it's my just woke up Anyway, yeah, we just got here the Sunlight Stadium for the orange bowl. Oh Yeah, she's still knocked out. I thought she was awake Sleeping monster Walker says she's hungry like in every video


The Sun is the final object we'll cover. It defines the entire solar system. But figuring out how far away it is is difficult. This is because we cannot see any nearby stars for parallax measurements. The Sun is just too bright. But total eclipses and passages of Venus across the face of the Sun as viewed from Earth have enabled excellent measurements. Here is a method that uses parallax to find the distance to Venus that in turn enables us to triangulate the distance to the Sun. Let's look at the motion of Venus in the sky relative to the Earth. As Venus orbits the Sun, it gets further away from the Sun in the sky, reaches a maximum separation from the Sun, corresponding to the greatest elongation, and then starts going towards the Sun again. By making observations of Venus in the sky, one can determine the point of greatest elongation. At this point, the distance between the Earth and Venus can be determined by a parallax at 104 million kilometers, or 64.6 million miles. The line joining Earth and Venus will be tangential to the orbit of Venus. Therefore, a line from Venus to the Sun at this point of greatest elongation is 90 degrees from the line between Earth and Venus. Drawing the line between the Earth and the Sun fills out the triangle. We call the length of this line that represents the distance between the Earth and the Sun an astronomical unit, or AU for short. The angle at the Earth is easily measured, 46.1 degrees. Now, using trigonometry, one can determine the distance, 150 million kilometers, or 93 million miles. Once the distance between the Earth and the Sun is known, one can calculate a number of other parameters. We know that the Sun subtends an angle of just about one half degree. As we did with the Moon, we can calculate the diameter of the Sun. At 1.4 million kilometers, or 860,000 miles. The surface area at 6.16 trillion square kilometers, and the volume at 1,440,000 trillion cubic kilometers, or 330,000 trillion cubic miles. The Earth's orbit is very close to circular, so with the Earth's orbital radius around the Sun being 150 million kilometers, the distance traveled in a year is the circumference of the circle. That's 942 million kilometers, or 584 million miles. Dividing by the number of hours in a year, we get the velocity of the Earth around the Sun, 107,500 kilometers per hour, that's 66,700 miles per hour. Now with the distance to the Sun, and our velocity around the Sun known, we can use Newton's equations to calculate the mass of the Sun at 2,000 trillion trillion tons. In fact, the Sun is 99.98% of the mass of the entire solar system. So as vast as our planet is, over a million Earths can fit into the Sun.


Hi and how are you all today? I am Priyanka and this question says, A and B are partners sharing profit and loss within the ratio 5 is to 3. C pays Rs 96,000 as premium for the goodwill of the business and is admitted for one-fifth share. Show how this amount will be shared by A and B, assuming that the share of C is contributed by A and B in their profit-sharing ratio. Find also the new profit-sharing ratio. Now here in this question we are given that A and B were two partners sharing profit and loss in 5 is to 3. Now Rs 96,000 has been given by C as premium for the goodwill and he has the one-fifth share of the business now. First of all we need to tell how this Rs 96,000 will be shared among A and B and then we need to find the new profit-sharing ratio as A and B are giving C's share in their profit-sharing ratio. First of all, the first step is to calculate the old profit-sharing ratio that is between A and B and that is given to us as 5 is to 3. Now step 2 will be calculating C's share it is directly given to us as 1 by 5. Now the third step will be to calculate how much is sacrificed by A. So we need to calculate A's sacrificed that is equal to one-fifth of the share has been given to C and they are giving it in their profit-sharing ratio that is 5 upon 8. So this comes out to be 1 by 8 or it can be written as 5 by 40 if it is not getting simplified. Similarly we will be calculating B's sacrifice that will be one-fifth has been given to C out of which 3 by 8 is given by B. So it will be equal to 3 by 40 hence the sacrificing ratio will be 5 by 40 is to 3 by 40 or it is 5 is to 3. This is the sacrificing ratio. Now A's new share in the profit will be that will be our fourth part is new profit-sharing ratio will be equal to all was 5 by 8 and he has sacrificed 5 by 40. So the answer will be taking the L sim we have 40 it is 25 minus 5 that is 20 by 40 that is equal to 1 by 2. Similarly we will be calculating B's new share or it will be B's new profit share and similarly here it will be A's new profit share that is equal to 3 by 8 was the old one minus the sacrificed ratio taking the L sim and here we have it as 18 minus 3 which gives us 15 not 18 it is 15 minus 3 that gives us 12 by 40 and we know that C's share is equal to 1 by 5. Therefore new profit-sharing ratio among A, B and C are 1 by 2 is to 12 by 40 is to 1 by 5 that is 5 is to 3 is to 2 and lastly our fifth step is to distribute the good will. The good will is equal to rupees 96000. So A's share will be equal to rupees 96000 multiplied by 5 by 8 that is equal to rupees 60000 and lastly B's share will be equal to rupees 96000 into A's share that is 3 by 8 that comes out to be rupees 36000. So finally our answer is A's share is rupees 60000 and B's share is equal to rupees 36000 whereas new profit-sharing ratio is 5 is to 3 is to 2 and this is our required answer to the question. Take care, I hope you enjoyed, bye for now.