Hello my name is David Kerwin and I created this talk alongside Vipple and we're both members of Red Hat Community Platform Engineering Team and we're both responsible for the CentOS CI infrastructure. So just a quick overview of what we're going to talk about in this talk and so like I said we'll give a brief overview and we'll talk about some of the services that we provide so we have bare metal containers and VMs and we'll give a little demo and hopefully there's going to be lots of time at the end then to have questions and hopefully someone will actually have a question. So let's go on. So what is CentOS CI? So it's an initiative of the CentOS project and the idea is that we provide a place where projects that open source projects, it's a place where open source projects can run their CI infrastructure and basically anybody can apply if they're open source and they somehow benefit the Dora or CentOS. That's what CentOS CI is. Okay so on this slide in the green it shows the parts of the CI story that we actually provide access to. So we give you a workspace, so it's basically an open shift and like a project an open shift and optionally we can give you a Jenkins instance, a persistent Jenkins instance so you can basically you have a place where you can run a Jenkins instance, you can run your tests then on bare metal or VM or containers and then you have a place to store your artifacts temporarily just so you can like I don't know check out your code and build an artifact and then run your tests against it. So what's changing in CentOS CI? So we're hoping to stop support for at the moment we have like a central Jenkins instance so we're hoping to turn that off pretty soon. We also have an open shift 3.6 cluster and we're hoping to switch that off hopefully by the end of the year but it may go on a little bit and what's replacing both of these then is it's a single open shift cluster and the whereas in the past on the central Jenkins you had all of the projects were like if you had to make a configuration change it would require you opening a ticket and then one of us would have to go make the change for you whereas on the new open shift cluster you'll have your own namespace and like I said your own Jenkins instance and you'll have admin access to it so you can make that change yourself so hopefully it'll free up a lot of our time where we don't have to answer basic configuration change issues you'll be able to fix it yourself in a self-service manner. Yeah and we're continuing now to to maintain the bare metal images the VM images and the container images that can be used then to run your tests on. Okay so yeah the open shift cluster yeah it's an open shift 4 cluster we have three control and nine compute nodes you can see the stats there below you get a namespace like I said you get full admin access and we can provide ReadWriteMani or ReadWriteOnce persistent storage via NFS you get an optional Jenkins and we have things like a shared library so this is something we maintain on the team to make it easier to run Python tests so you can integrate easily and running your Python tests against one of the workloads that we offer. Okay so open shift was the containers so the system that we used to control the bare metal then is doffy so what is doffy it's basically it's a REST API in the back end you have Ansible playbooks that can communicate with the the bare metal nodes using IPMI and you can install then some of the various OS versions using Pixie. We have a Python client to make it easy to to contact this this API and you can use this then to reserve the bare metal nodes so with multiple different architectures you can choose from whichever one you want and you can you can hold it for a period of six hours so as you can see there there's a couple of different versions of CentOS we offer and on the right hand side you can just see like a sample kind of JSON blob being returned by the API so you can use that then to discover like the host name that you need to SSH in or you know do something else later. Yeah so right so we have a much we have a pretty large pool of hardware at any one time you can see the numbers below there so we maintain a certain amount of numbers if possible at any one time so you can see there we have a kind of back end workers and we have a message queues that are sitting there with which contain the metadata that maps to each of these nodes so basically when you make a call to the doffy API it'll consume one of the top and we have all kind of monitoring in place so if those pools drop too low it'll automatically provision new ones or if it gets really critical or whatever it'll alert one of our engineers and we can go hopefully kill some instances that are stuck or something like that. So on the right hand side there we have a little table so these are the numbers that are the number of bare metal nodes that we have provisioned per year. You can see it's a pretty sizable amount and we're up to 132,000 for 2020 and in the brackets there is just the number that it's likely to hit around that around that size by the end of the year. So down in the bottom left then you can see in total we've provisioned 1.2 million bare metal instances using doffy. Okay so the next category of workload that we can offer is VMs so we recently provisioned an open nebula cluster and we're still in the process of integrating it but we're hoping to get this into the doffy API so you'll actually be able to check out a VM instead of a bare metal instance if you require but that's it's an ongoing work at the moment. Okay quick demo. All right so how you would interact with us? So this is to new people that want to become tenants of CentOSCI or maybe the existing ones that are on the central Jenkins or the legacy OpenShift cluster. So the first step is to open a ticket on, I'm trying to sure do it, pronounce this right, is it Paguir.io and it's the CentOS infra board. You can just go to issues and create a new issue so it's pretty simple, you can go here and in the types here we have a template. You can just click that and it'll pre-populate the issue with all the information that we need from you. So it's basically do you have an in-space in the old cluster? Yes, no. Do you require access to doffy? So do you need to be able to check out bare metal or VMs or are these containers enough? Yes, no. And then just a list of the, oh well of course we need the project name and then the ACO accounts of the admins that you want to have admin access in your OpenShift project. So once you fill out that information you just create the issue and you know one of us then we'll pick it up and if it's approved then we'll provision a namespace on the cluster for you. So I'll give you a quick look into one that we've created earlier. So we have, okay so this is, you can see the name of the project, it's just a monitoring example and it's one of my test projects. And inside here I've deployed one of the Jenkins instances and it's got a little worker here. So this worker it already has the doffy API Python client installed on it. So if we go into the Jenkins, there's a kind of a sample pipeline here. You can see just down here at the bottom see that it just checks out one of the nodes and then some, within the groovy scripting we're just grabbing the host name and the SSID and printing them out. And then at the end then of the pipeline it just like returns it says we're done with the node. So that'll, doffy then will recycle it, it'll tear it down, reinstall the operating system and once that's complete then it'll make it available back in the pool. Let me just run it to show you, build now. Makes the connection to doffy, gets back the information and then prints out. You can see there's the host name and the metadata that can be used to turn it back off or to tell doffy that we're done. Yes, there's an example. It's a basic example of how you would interact with this. So in between these two provision and tear down you can put your own tests in. So that's pretty much it. So it's some of the resources that we have available. The top one there you can, how to interact with the team on a day-to-day basis. You can see the place where you can create tickets. If something's wrong with the infrastructure or if you want to create a project with us you can see some of the wikis that show some of the architecture. So some of it's out of date like we need to get it updated and stuff. But we're working on it at the moment. Yeah, so I'm after powering through that. Is there any questions? Go ahead, Brian. If your workload is not a container or a VM or a bare metal, give me an example of what it could be. Ideally the least resources you consume the better? Totally. But the very much point comes in on what you need. If you're fine with just using a container that you can maintain somewhere and you can just use Jenkins to pull it and run it and be fine with it then it's even better. But if your job can't be containerized and you need a bare metal one of the examples would be say if you're from a storage team and you need four servers and four clients to interact with each other in a storage pool and do write data and check regressions in the speed. So for that you'd need VMs or you'd need bare metal. Bare metal much better for the exact performance if you want to check regression quality. In that case, it's much better to go for bare metal. But it's very much the idea would be the least you can get away with because it is an infrastructure that we run for multiple projects. It's not consume all you want. So it's also very much dependent on you on what you think works the best. I'm just reading the chat so that I'm aware of exact context if you have added anything. If you are not tenant yet, so David went through it but I'm just going to run through the process once again. If you are not a tenant yet, I would very much like you to go on purgear.io slash David can you share the slides and then we can Is that working? Yes. So go on purgear.io slash CentOS have an infra and you would see a template where you would see CI migration. Right now it's the same thing. It has all David if you can zoom in on the template would be good. I can yeah. So we have moved away from our older way of doing things on central Jenkins because of the reasons David told Jenkins can be hard to maintain when the number of jobs through on a single load and you there are more and more projects onboarding. One is that problem. Second is that you can't add plugins. You can't do thing. You can't add credentials in that because there are so many projects giving admin access to everyone is also not very feasible and security problems. So we don't want that now what we do we create your namespace in OpenShift. We give you an account that you can log in with ACO your CentOS email address. You authenticate with ACO you are in the OpenShift account and once you have created the namespace you would see that on your dashboard. There we can create a Jenkins deployment for you Jenkins workload for you or you can do your own thing. If you if you know what exactly you are doing. So that's why we call it CentOS CI infrastructure and we don't want to claim that we do all your CI jobs because how you want to run your bills. How you want to configure your jobs and how you want to trigger it. Those things are very much on you. We can help to an extent that we can offer you a Jenkins instance. You can go to the root. You'll see the Jenkins you authenticate with ACO you are in and now you own you are the admin of the Jenkins that David just gave an example of. So again going back the process would be to file a ticket on a gear.ios less CentOS using the template or you can not use a template but provide enough information for us so that we know information would be what is the namespace name you need. That's why I went to OpenShift site because we need to know what is the project you are going to use run this run your tests on the Jenkins. So as you see David is saying you have your project name and then who all will be the admins of that namespace in Jenkins in OpenShift. Once all that is set up you are good to go. You can configure your Jenkins to run your jobs on however trigger you want. Brian was that clear while I wait for Brian to confirm. Thank you. Is some cleanup policy for Duffy VM such as running for n minutes without activity or something like that. So right now since we are in process of integrating virtual machines we have not thought that far yet. It's definitely a good idea but we have something like that in bare metal. So if you have not you check out a node and you get it for six hours. Even if you have not done your builds you take it back in six hours because so far I have not seen a job that runs for six hours especially CI jobs imagine every PR there is a six hour jobs running but if it is in that case then you again you get an option to mark the nodes reserved for 12 hours you can just fail the nodes or in case let's say you saw some failure and you want to investigate more exactly why that failure happened you can go in and check it but if not then after six hours we automatically claim those nodes back but again we don't want all tenants to think that okay anyway they'll claim after six hours because since these nodes needs to be reprovisioned from scratch so that next tenant can use it it will be best if you do c code node done and the session ID so that it's back to us and like if you're done in 15 minutes or one hour or two hours you give it back and then we can reinstall it from scratch for the next consumption so we have this thing in bare metal where we take it automatically in six hours if you don't give it back and in VMs we definitely have to think I'm not sure if we can do it on if there's any activity or not because it's much more prone to error what if we start getting complaints that hey I'm still running job and it took it back difficult to investigate I'm not trying to run away from job but it's also it's very easy to say that hey your VMs are claimed after six hours or five hours or two hours and then you can maintain however you want to run your jobs in there and I need to see how we can describe those things is it an openabular feature where we can auto claim those VMs back or we can integrate it in the defeat part where we do just as bare metal but that's definitely something to look at thanks a lot Leo it's a great question to see Steven from there and I mean I'm more than happy to run open shift or the community shifts but I mean how we can still have the GDPR issues yeah yeah we can take over the community shift if Steven is ready to give us exactly what GDPR issues to deal with fine I mean we just have to run an open shift cluster we don't even have to run it we can community shift community shift if you know what I mean we can ask a community member to take care of it but yes I understand the pain point then we'll probably set up something similar to the past the pace that sent us like we'll just wipe it every 24 hours brand is a really big question I'm sorry to interrupt David what if I want to run tests on Fedora VM yes we do have plans for that right now there are reserved VMs but once we start virtual machines the first job would be it in my opinion send to us VMs won't be priority although it's just adding VMs as template it's the same day job but the way I very much like to have Fedora VMs in say open able template already existing that we can create for your jobs so Fedora virtual machines are the top priority and as soon as we have integrated the VM thing VM thing in a Duffy that will the first two to come across so definitely plans for that and we have been waiting for it for a very long time commenting on open shift is a fun thing of mine not sure how much I can do it on the recorded position yeah no that that makes sense Steven you got loophole do you have any more questions on on how we are is there a way to check the for a VM state the get method will provision a new one right it's an API the status of VM using its return right so I'm just really repeating the questions for the recording yeah so as I said VM is still an integration process and definitely open nebula support open nebula has its own status thing and we can integrate it in Tuffy API it's very easy in our bare metal if you go read the Duffy doc that I'll share the link or if you go to the slides on top David share the slide link David if you can share this landing again it would be great yeah so the way we work is we work on states there are different states of each and every bare metal nodes if it is in active nodes that means it's ready to be provisioned again and once it's provisioned it gets in ready state where you can so the way Duffy works is it maintains a queue where you can go and so the pool the sorry David mentioned pool it's just that all those provisioned nodes are in a queue and you can go and query against what you have requested and you can claim it so it contains a state as well and if our database the way we as I said active and ready and then once you claim it it's in deployed states so that no one else can claim it and once you give it up it it's again get back to active or if it if there's a failure in provision it's put in failed state so that we can go and investigate and do things around it so we work on states and that is definitely something that you can get but Leo if we have more idea around what kind of state you are expecting from a virtual machine definitely let us know yes so Brian mentions Duffy has an inventory call if you give it an API kit will show all the machines that you have requested so yeah that's that's very handy yeah I think we should highlight the features of this a lot more because I think more people would be interested in using it if they knew about it it's like our best best kept secret in some way it's not a secret if you go on python seco client doc it's very much mentioned there since we expect our tenants to like if you're using python seco client in the Jenkins that we have given or the Jenkins you have provisioned using your Duffy API key we kind of expect them to go and see what all this client can do which is python seco client if you go on python seco client documentation all its features are mentioned there right and you are definitely planning to hook the same feature in virtual machines as well and ideally I'm not sure if leaving things for a longer time as I said that there's seco note done part you would also very much expect that once you consume virtual machines you do that so that the virtual machines are freed up but if not then we will find a way to auto claim those back because it's definitely resources are concerns especially when we try to do it for a wider amount of those projects related to veterans and to us it can get pretty quickly so just to talk about another thing that we just recently enabled is cube vert so it is possible that we'll be actually able to do VMs directly on the open shift nodes themselves and then you can continue working with the open shift API or the kubernetes API it was a very good topic to include it in the talk but the reason we didn't because there we right now we are a little bit torn apart and identifying what will be the problems coming across it like if you start using open shift and at some point it may become a throttling issue for the whole cluster and it can get slow other issue would be what kind of extra privilege sec will have to provide you to be able to use consume kvm or consume cube vert and do we need to maintain them so there are some challenges around it we are definitely interested in making it as simple as possible and that's why we discuss that even if you are consuming VMs through cube vert or open nebula we'll do it through duffy so that you don't have to deal with that you can you just make a call to duffy you provide so the example that we shared it was an example snippet you do hyphen hyphen type vm and it will give you a vm so we are excited about doing some more work around that and investigation are we actually at the time we have five minutes and so that's what that was our main goal like if we have a lot of questions because infrastructure questions can be tricky a lot of complaints sometimes so if anyone has any more questions more than happy to answer question for Leo how hard is it to make a firm plugin we have joined the joint meeting yeah if you're interested you can do that uh right now we don't use a firm in center ci at all just i want to make it clear we use uh ansible to provision notes and power off reinstall yeah so since uh we don't have a lot of questions uh i like to go on the future plans just once more very shortly the most important one that is ongoing right now a lot of understand we need to make sure that how we handle and how we make sure that we know how much resources being used and that's where the problem is right now we want to make sure how many vm's are consumed and providing virtual machines capability is the thing that we want to do the immediate next and then i would very much like to focus more on containerized test especially using federal and center s container image uh is there first would be more and more of how we can get most using least amount of resources and then our ongoing maintenance david has been doing great things on monitoring and we had fabian who hook up with nice zavik's instance we have to yet look into how we can improve those a little bit smarter monitoring so that before you notice i am aware of the problems which i guess has been going good since january i have not had to listen from emailing list that there is something going wrong i get notifications on time so the monitoring is also one of the things that i want to finish all right so it was a great talk and thanks a lot david for what volunteering to take the hard part of the slides and yes if you have any questions feel free to reach out to us on send david can you go back to the resources slide if you don't mind on free notes center s-ci is where you reach out to us or even better if you have anything if you just want to discuss with us center sci or center s devil would also work if you want to file a ticket if you want to have any request or if you want to know more about infrastructure and how to put things around it we very much appreciate ticket because we try as it and we worked according to the priority we see center s-infra on pager.io and read more about duffy on github.com slash center s duffy that's where you'll see the code and the wiki is on wiki.center s.org the link in the slides and slides link in the chat thank you very much i guess it's time to go bye thank you folks


Atama. Sae, gadi raki, anaran, perega. Ako mania, kai maww. Maia na karina kai i maw. Auu maia maia maia pa kτani. Maia mami Roby Farrell. Maia mami Farrell. Ia maia i carinatunów kambatua kata수가 4 perega. Angeni angi perega. Maia maia maia dania pa ka wün. Maia mami Diyeara. Maia maia maia maia maia maia kutuo. Maia maia maia maia maia makata awn mwaisi. Maia maia maia maia maia mwaisi. I have my stroke 70 years ago. On the first of January 2013 I suffered a stroke, which made my right side paralysed, which means I could not talk. My speaking has gone from trying to say one word to being able to say full sentences. Aphasia is a communication disorder. It's a loss of language. It most often happens after an acquired brain injury. Most of the time it could be a stroke, it could be after a traumatic brain injury or a brain tumor. And it results in a loss of language in all domains of communication. That's your speaking, your listening, your reading and your writing. And one of the hallmark features of aphasia is word finding difficulties. People with aphasia are still very confident. They know what they want to say. They just can't get the words out. Public speaking is challenging for merely everybody, but it's particularly demanding for people with aphasia. I would like to introduce Ruth, our table-tocket master. When the gavel club first started, the members came with huge fear and self-doubt, but they captured the hearts of the audience with every speech that they gave, and they literally showed that communication is about connection, not perfection. My best friend is another guy called Tony. When I had the stroke, doctor said to me, he won't be able to speak. And out of the Tony guy, I thought, oh, thank God for that. I love the gavel club. I really, really love it. When we have had aphasia, everybody supported us. There's lots of love and lots of laughter. Give a lesson, guests, and, of course, in particular, Tony, with your entertaining speech. Toastmasters volunteers provide invaluable mentorship and guidance at the meetings, and they also teach us how to give evaluations, which are considered to be the cornerstone of Toastmasters. This is where you learn how to become a better speaker. One thing that Tony is the master of is humour, and so I was very glad to learn, Tony, that you were doing an entertaining speech because I knew it would be a nice one for me to evaluate. So thank you. It's been brilliant to see how the members have developed. Some people started out not being able to speak at all, and now they can spontaneously say things. One member, in particular, I remember the first time that we met. He didn't say anything. He just basically cried because it was just so hard. And now it's really, really fantastic to be able to see that person stand up and fluently speak. They might only say four or five words, but that's enough for everybody to understand what they're saying. The Masters of Speech Science students come along to all of the meetings, and they provide extra communication support to those who need it. The more-than-words gavel club are designed for the needs of adults with aphasia. It gives members a unique opportunity to improve their speech, build their confidence, gain leadership skills, and make new friends. Everyone in there, in your students, and yes, it really does help.   You know, there's no stopping him now. It was quite, quite there. Three years down the track, they clearly are communicating with confidence and as Roger Brown, the president of the club, has eloquently said, we're excited by the gavel club, our lives have changed, and we are excited about what we can do in the future with it.


Hello and welcome to News Click. The pollution over Delhi and neighbouring areas has gone down a little bit but so too has most of public interest and as a result policy makers are also asleep once again. To discuss this issue News Click is fortunate to have with us today Dr. Sharad Guttikunda, one of the foremost experts on air pollution in the country. Welcome Sharad. Thank you Raghu. Let me begin by asking you when the air pollution over Delhi was at its peak about a month ago the media was full of all kinds of information particularly the print media. What I wanted to do today was first to cut through the chatter and ask you what are the main sources of pollution in Delhi around which policies can be framed to control it. So it is air pollution is a complex issue and there is no one straightforward answer. But when it comes to sources of air pollution that is a very straightforward answer we know where the pollution comes from. So if we go by a basic baseline your main sources are your vehicles both your passenger transport and freight transport the road the dusty suspension that happens because of these vehicles on the road construction activities waste burning so even though it is officially banned we have a lot of waste burning that happens pretty much everywhere. So in response to the set of pollutants what would be the major measures you think are required to tackle these. So I think tackling pollution we can't just finger point one sector all of these sectors need to be at the same level. So we can start with a sector that we always talk of transport sector when we are looking at a big chunk of passenger transport demand happening in the national capital region of Delhi. So the country wise if we have close to 10% of the registered vehicles passenger vehicles are in the NCR region. Puts a lot of pressure on that. So we need a cleaner fuel for that. So we do have the auto fuel policy which is supposed to come into effect by 2020 and pushing your bar at 6 fuel. And there is no reason why that cannot be pushed further advanced basically for 2017 or 2018 so you have a big drop in the emissions from that. So within the transport sector you have to also worry about not just the fuel but also number of vehicles and usage. So it is hard to put a cap on the number of vehicles which are on the road when we can't tell people don't buy a car or don't bring out a car but I think program should be in place to cut the usage of these vehicles like give incentives for them to not bring out their car or not bring out their motorcycle by aggressively promoting the public transportation. So you need at least 20,000 buses to have a good clean reliable safe public transportation system where you actually have a significant change from buses and cars to public transportation system that's on the transport side. We need again we have program emission standards in place for power plants and industries for better regulations which are supposed to come into effect by December 2017 2017. So even that we should make sure that that happens and that it doesn't get delayed okay. It's the same thing with the garbage burning as well. The one sector which actually belongs to the municipal corporation that's right okay it's completely under their control they can't point fingers at the center saying they're not giving us permission or they're not allowing us to do this this is cities under cities ordinance so they should have better management programs for waste and same thing with the construction sector as well. Just coming back in second to the transport most of the attention has been focused on particulate matter true but we also know that there's a fair amount of nitrogen oxides which are major pollutants particularly from diesel vehicles yes what do you think can be done about that two things either we get rid of or rather reduce the usage of diesel in the city or we have a faster injection of cleaner diesel into the city so that's the major shift that has to happen that's right as well as vehicular fitments etc to reduce NOx emissions reduce NOx emissions basically yeah. So with the violet 6 almost every vehicle will have to come with an SCR that's selective catalytic converters and that will significantly drop your NO2 emissions that's right so because while we are on the topic in Delhi in the past ozone was never a issue that's right but now it's become a major issue because because your NOx emissions are going up and your volatile organic compound emissions are also going up primarily from the transport sector and that is basically compounding itself with the weather and you have ozone so if you look at 10 years ago we never bothered about ozone but I think now we have to start worrying about that as well and what about construction sector what kind of measures can be taken on that it's also very it's a tricky sector so main thing is that the coverage of the construction sites have to be there when the debris is being transported from the construction sites to the landfills the vehicles are supposed to be covered so that the debris doesn't fly off and they're also supposed to be vetted so that you don't have some research going on but we often see that on the roads especially at night trucks going at really high speed not covered and this debris is basically falling on the roads right so in the morning you have more vehicles on the road you have more dusty suspensions that's happening it is a bit of a vicious cycle so let me ask apart from construction dust is there a some estimation of ambient dust which as we know in Delhi tends to be fairly high because of its proximity to the deserts and to dry regions around the city as well as a fair amount of dust emanating from within Delhi itself because of unpaved surfaces on the sides of roads there is but it's not a straightforward calculation so for at least the dust which is on the roads we know how many vehicles are moving or the usage and you can account for a resuspension factor and say okay this much dust is coming off for the dust events dust storms that are coming from the west this is something which is linked to the meteorological parameters right and it keeps fluctuating in a in months like april and may we've seen at least this year very high number of dust events coming and some days it was almost close to 40-50 percent of the dust coming from the west right so as of even today the winds have actually picked up from the west which is why we have much less pollution in the last couple of days but it also is bringing a lot of dust from the west and in the models that we are running at least for today we are assuming we are accounting for about 15 to 20 percent of the pm 2.5 is actually your dust coming from outside of the region outside the region but with all the variations apart one can safely say that a fair amount of these particles come over deli this is I think fairly clear even from satellite maps is that right true compared to 10 not forget 10 they compared to two years ago the kind of satellite fields we have access to can really tell us how much area is under fire where is it under fire and when is it under fire and we are able to actually use that information we know the land use of those areas is that agricultural land is a forest land or an urban land and where the fires are being detected and we can use that information to assess not only the emission intensity of those fires combine that with the meteorology we know where it will move and how far and we are able to detect that we do have a good amount of data feeds coming in and we are able to assess it so which also means that we can actually see the impact of these fires within 12 hours of this detection that's right and we can actually take measures in advance knowing what's been happening for the last 10 years the minister for environment the union minister made a statement in parliament just a few days ago in response to a question about this and it occurred to me that this was a slightly disingenuous answer when he seemed to suggest that there is no very definitive data that shows that agri residue burning in Punjab or Haryana impacts on Delhi. Contrary to that I think we have enough information to say I would have thought so to ascertain when we are still modeling obviously we're not measuring but I think we have enough information from the meteorological departments and from satellite feeds to come up with a not with an exact number at least a range of how much pollution is coming from those fires. We may argue about whether it's 15% or 25% but it's a substantial amount and we know that and it's going to happen every year unless something is done about exactly I mean we've been seeing that for last 50 years when it's more intense in the last few years that's right it's going to happen in your mind what kind of institutional arrangements would be required to be able to control this because clearly this is not a single agency job no it will require multiple agencies to coordinate and work together. So how is that likely to be and can you throw some light on this from experiences we know from other countries or regions of the world? Well centrally speaking I mean we do have the central pollution control board which actually has the mandate both to monitor the pollution levels and also have the mandate to propose scenarios or propose action plan that other departments can follow. I think when we are talking from a managerial perspective I think central pollution control board is obviously like rightly placed to take the lead but it still has to coordinate with many different organizations. So having said that I think we need a group which actually has has a power to impose or to more authoritatively say that okay tomorrow's pollution I mean it doesn't have to be literally tomorrow but next month or next year's pollution is going to be so much we know it and this is going to happen so we need to target sector X sector Y and sector Z and we need actions from these sectors so that kind of planning has to happen like from the beginning when there has to be a long view on how do we address this air pollution and that's not going to happen with a with one group which is which primarily focuses on only monitoring. So it has to be I think a central group maybe it already exists I don't know or it can be formed with probably players from all these stakeholders coming together and put a plan forward. The reason I asked this is not only with reference to the pollution problem in Delhi absolutely but we know that the problem that we are experiencing in Delhi is also being felt in other cities across the country and we need mechanisms to be able to deal with it. The low inversions that we saw last week in Delhi it actually has been pushed and we are looking at some of the monitoring data coming from Kolkata and Patna areas their pollution is right now today three times worse than Delhi because everything is getting moved there and then getting suppressed there. So the phenomenon that we are seeing in Delhi is not very unique it is just that very high presence of media more number of institutions researchers scientists I think they're all sitting in Delhi studying in Delhi and then studying Delhi a lot more hence the focus is more on Delhi but the problem is definitely not restricted to Delhi. The common air pollution sources that we have discussing for Delhi also exist in pretty much all the cities you need cleaner fuel for all the cities you need better implementation of full emission standards for industries and power plants in all the cities your domestic cooking and heating problems exist in other places as well as I said more public transport more public transportation when it's a key thing and waste burning let's not forget that absolutely thank you very much Sharath


Hey everybody it's Greg back to here and I just got back from Photoplus in New York and I couldn't help myself. I ended up buying a new camera and lens a little bit more about that camera in just a second but first let's check out some highlights from Photoplus. All right so you're probably wondering what camera I ended up getting. So my criteria was I was looking for a hybrid camera that could shoot both stills and video in a compact form factor. Now there was two cameras that really stood out to me. One was the Fuji X-T3 and the second one was the Sony a7 III. So which one do you think I got? All right so let me talk about how I made this decision. So the Fuji is an APS-C size sensor and the Sony is a full frame sensor so I had to kind of weigh that. Now I did like the lower price of the lenses with the Fuji and I did like the still quality and the video quality. I thought it looked great. I did some test shots and video while I was there but I also tested out the Sony and I was thinking about the overall company, their philosophy, the innovations they've come out with and the direction they're heading and I ended up going with the Sony a7 III. Now there was a couple reasons for that. One was the price. It's a very good camera for the price. Also I really liked the eye autofocus tracking. I got to test it out when I was at Photoplus and it was shocking how easy it was. You could just stand back look at the LCD and it would just follow the eye and then you could just... I can't imagine how much time this is going to save me because when I'm shooting with the Nikon I'm moving the eye around. Every time the model or the person moves I have to move the focus point. I miss focus quite a bit so I can't wait to try this feature out. So the next couple of weeks I'm going to be featuring some videos with the Sony a7 III. Now I also picked up the 85mm f1.8. This is the Sony 85mm f1.8. This is a great lens for what I've seen on video anyway at this price point. So I'm pretty excited to test out this package and I'm going to compare this to the Nikon D850 and the Nikon 105 f1.4. We'll see how it holds up. I mean the Nikon is a much more expensive camera. The 105 lens is a much more expensive lens but if you can get similar quality for a lot lower price then that's a pretty appealing thing. Now before I end this video I just want to say one thing. I was able to meet a few subscribers or people who watch my YouTube videos and it was a great experience. So if you were there and I met you in person it was a great experience meeting you. It was very positive. The feedback was great and it really motivated me to create more content, better content and a lot of the people I talked to had recently moved from say Canon or Nikon to Sony and they had a lot of good things to say about this camera which was kind of motivating me to try it out myself and so I'm going to create some videos both about stills and video features of this camera and compare it to other cameras in the next few weeks. So make sure you stay tuned to those videos. So if you were there it was great meeting you and thanks for watching my videos. Anyway thanks for watching this one as well. If you have any comments or questions you can post them down below. Give me a thumbs up for this video and stay tuned to my channel for future videos about the Sony A7 III and the 85mm f1.8 lens. Alright I'll see you in the next video.


Tezal Barcelona Our Tezal Center in Barcelona can arrange clean, comfortable and well furnished accommodation for our course students in central Barcelona. We are happy to find accommodation options to suit your individual requirements and budget. A wide variety of accommodation is available. Shared apartment You have your own private room in an apartment shared with other Tezal course students, about 500 euro total. You also have the option of staying with an English speaking host currently living and teaching English in Barcelona, about 350 to 450 euro. Student halls of residence, during the summer months only. Rates available upon request Guest house Very according to location Hotel Very according to quality, location and season Tezal Paris Paris offers a wide range of accommodation to suit different lifestyles and budgets. Our training center suggests one of the following options, Homestay. In order to offer students the best possible choice of homestays, we have formed a partnership with a private professional hosting company. With this option you will have a furnished room in central Paris with a shared kitchen and bathroom. Prices for a room with breakfast start at 760 euros for the duration of the course. Private residence In the vicinity of the school, one to five minutes walking distance, there are several college run private apartments for rent. Most of them are twin studios, one room with two single beds plus kitchen and bathroom. Prices are around 800 euros per person per month, double occupancy, or 1200 euros, single occupancy, including electricity, heating, internet and insurance. Private room You also have the option of renting a private room in a Parisian apartment for the duration of the course. They usually come with internet access and shared kitchen and bathroom facilities. Prices start at 850 euros per month. Student housing Located close to the subway and many shops, this very affordable option comes with hot water, fridge, hot plate in bed with linen provided. Shower and toilet are shared. Student houses are completely self-sufficient and start at 300 euros per month including heating and water. Hostel accommodation There are many hostels in the area which offer self-catering facilities, usually with shared kitchen and bathrooms. Hostels usually provide a TV room, internet access and some have phones in the rooms. And suite accommodation is available in a number of hostels at an extra charge. Prices start around 22 euros per night in a multiple bed dorm. Many TESOL course participants prefer to organize their own accommodation for their stay in Paris. However, if you would rather have the help of a local expert, we can provide a housing coordinator to assist you. The housing coordinator charges 135 euros and guarantees the choice of at least three different options. If you have any questions regarding your accommodation for the Paris training course, please don't hesitate to contact us and we will do all we can to help. TESOL Phoenix If you plan to travel to Phoenix to complete your training course and require accommodation during your stay, you will find a wide choice of options right across the city. One option that we are happy to recommend is a range of apartment style accommodation that is ideally situated close to our training center and within a short distance of the city airport. Public transport links are also easily accessible from the accommodation, so you are never far from all the main points of interest in the area. Our recommended accommodation provides comfortable and affordable rooms that all come with the added bonus of a private kitchen. Having the use of your own kitchen means you can significantly reduce your overall budget, which is one reason why this option has been popular with many of our previous trainees. As well as all the necessary appliances such as a refrigerator, stove top, microwave, and coffee maker, each room also includes a complimentary breakfast and access to Wi-Fi and laundry facilities. More in-depth information regarding all aspects of the course will be provided once your booking is confirmed. TESOL FUKIT The TESOL course in FUKIT has a number of clean, comfortable and safe accommodation choices for trainees. We have built good working relationships with a variety of local establishments offering special monthly prices for course attendees. All our recommended accommodation choices are conveniently located close to the training center. We aim to ensure there are options to suit all tastes and budgets with a range of facilities and costs. Once the deposit payment has been made and your place has been confirmed on the course you will receive more information about the accommodation available. Please note that you are also free to arrange your own place to stay if you wish. If you have any special requirements or questions please do not hesitate to contact us and we will endeavor to assist in any way we can. We recommend that you try to arrive in FUKIT by Friday at the latest to ensure that you have time to acclimatize and refresh yourself before starting the course on Monday. The coastal city of San Diego has a large number of hotels, motels, hostels and guest houses to cater to the extensive number of tourists who visit the area every year. Of these, we are happy to recommend a few options that are conveniently located within a reasonable distance of our training center. We have two similar options that offer private or shared rooms at budget friendly prices. Both include in-room facilities such as free wifi, TV, fridge and microwave as well as a communal kitchen and laundry. Option 1 is situated only a short walk from the school while option 2 is a little further away in the popular little Italy area which is known for its cafes, bars and restaurants. Also close to the school, we can recommend self-contained studio apartments that appeal to those who prefer a little more privacy and independence. This option includes a well-equipped private kitchen in every room plus air conditioning, free wifi, cable TV and the use of a small fitness center. You can confirm preferred accommodation for our San Diego course once you have completed the registration process. TESOL San Francisco As many of its most famous attractions such as the Golden Gate Bridge and the former prison island of Alcatraz have been used countless times in movies and TV shows, it is no surprise that San Francisco has become a major tourist destination. This worldwide popularity means there is plenty of accommodation of all types available, however, as the city covers a large area we are happy to recommend them options that are located within easy reach of the training center. Anyone who prefers a home away from home atmosphere might want to consider our homestay option. This accommodation consists of a private bedroom and shared bathroom, kitchen and other living areas in a local family home. Breakfast is provided and you will also have the option of an evening meal. Another popular choice is our student presidents that offers a little more independence during your stay. With this option you have a private or a shared room and access to a communal area that is shared with fellow guests. This includes a kitchen area for preparing your own meals, although breakfast is included in the price of the room. We are also able to recommend a variety of hotels that cater to all budgets from low cost hotels with communal kitchens and living areas to high end options that offer the very best in comfort and luxury. Once you have enrolled on one of our courses in San Francisco we will be happy to provide further information on all our recommended accommodation options. TESAL Toronto Anyone who chooses to travel to Toronto to complete their training course will have no shortage of accommodation options. As Canada's largest city and a major tourist center, this city has something to suit most budgets. You can choose anything from an inexpensive hostel to a 5 star luxury hotel. However, we are also happy to recommend one specific option that offers comfortable accommodation at a reasonable price. This popular choice consists of an apartment style room that is conveniently situated within the vicinity of the school building. This recommended accommodation is particularly popular with many of our trainees as the rooms are designed for long stay residents and therefore include a well equipped kitchen in every room. You will also have use of an onsite swimming pool and fitness room as well as a complimentary breakfast. Other optional services are available including wifi access and laundry facilities. Full course details, including accommodation options, are available once your booking has been processed.


Welcome everyone. Thank you for joining this session. The session as the name says is quite interesting. I'm quite looking forward to it. Our speaker Mr. Sanjeev Augustine is here with us and he'll take us through the session. Over to you Sanjeev. Thank you very much Priyanka and welcome everybody. So I really appreciate you joining me here. I'm actually broadcasting from Washington DC in the United States and I want to begin with a question to all of you. So I've been doing Agile for a long time. It's actually about over 20 years. So I wanted you to tell me if you could please take a look at the chat. Tell me your level of Agile experience. If you're novice just put in a number one. If you're intermediate number two and if you're three expert. Okay, so I can see them come up over here. We got some number of threes, a couple of twos not set. Okay, fantastic. So lots of number twos, no real like super new to Agile novices. And I think that's that's a great distribution because it makes my job easier. I can target what I'm talking about to a slightly higher level in that you guys are between a higher level of maturity. Okay, next question for you. And this is a dated question. This is sort of a generational reference over here. What does the phrase license of Raj mean to you? Who's familiar with that? And if you do, if you could just pop that in the chat. Command and control, Shamir says that. Fantastic. Any other interpretations of license Raj? Authority government controls. Yes, and could be controls in general rates and controls are in that he says she has no clue. Yeah, bureaucracy monopoly. Absolutely. So these are things that used to exist in Australia. No meaning. Okay. So these are things that used to exist when in India, there was a socialist economy, right? And there wasn't a lot of free market competition. And therefore there were there was a heavy level of bureaucracy that the government used to put in place mainly to sort of stifle business, right? And that was perhaps well intentioned, but really made things go wrong. And this was the reason why there was a time in India that you could just get maybe two or three types of cars. And you had to wait five years or 10 years to get a telephone. So many things that were freely available in free market economies were just not there in that type of license Raj system. And the reason it was such a controlled bureaucracy was that if you needed anything, you just have to go to bureaucrat after bureaucrat and get permission or a license, literally stamp for license for pretty much everything. Believe it or not, there was even a license at one point for to ride a bicycle. I kid you not.  So here's another question. Many of you are two and three. Here's the question for you. Can the rules be good? Can rules be good in an agile ecosystem? We don't want a license Raj. We don't want a bureaucracy. We don't want to come out and control waterfall legacy type regime, if you will. And Sam, yes, the term originally the rod term Raj came from the British, but it is also sort of appropriated into the Indian way of working. So yes, so Gautam says, yes, God rail some rules to organize yes in the form of the extents. Yes, so it depends on the rules. So rules can be good. And here is a quote that is one of my favorites. I've been quoting it for a long time it comes from D hawk. He was the chairman of a visa international.  And that's the license Raj. And that's unfortunately when we have bureaucracy.  But if we can have simple generative rules, that's what we want, right, maybe very based on the on the nature of the teams doesn't increase complexity. Yes, we want to have that a simple set of rules that are generative in nature that we can adapt as we go. Right. And that's the nature of the game. Okay, so with that preamble. I am going to now jump into my presentation and show you a few slides and we'll go through some slides over here. Let's keep these keep it interactive. You want to keep the questions coming. Please keep them coming so that I can see what's going on and we can we can answer them as we go along. All right. So what really happens from when you move from a license large and we say we don't want a bureaucratic system. And we want a agile system where things are free. Things are generative and we can have a simple set of rules. And so we try to set that up. But what we intend to happen doesn't really happen that often. And so what we have to figure out is how do we handle a situation where when we move towards a non license Raj a free set of generative rules. What should happen and what really happens and how can we close the gap between that what should happen with simple generative rules, what really happens, intended or not, and then how to close that gap. So quick note about my company it's called Lightspeed where agile training consulting and management consulting company based here in the Washington DC area. And we actually help clients all of the United States and internationally so we're hiring by the way if you're interested in agile coaching agile consulting was send your resumes into jobs at late speed dot com. Little word about myself I've been doing this thing for a long time. I'm the founder and CEO of Lightspeed and lots of my interests of their travel world cultures music etc. Doing this agile stuff for a while I have a podcast is called agile caravan Sarai you can go to our website lightspeed.com and check it out and been writing for a long time is just watching narration talk about his conference, the agile India conference starting in 2005. And my first book came out in 2005 managing agile projects and my third book from PMO project management office to VMO just came out this year in September. So do check it out because some of the concepts I'm going to talk about are from there. Right. So what I want to submit to you is that traditional governance has been problematic. When we've had larger organizations when we've had bureaucratic organization then and especially when we waterfall type of governance we've run into problems. And so I'm now going to play for you a clip from a few years ago when the US government was trying to implement a website and this is for the health care system is called healthcare.gov. And some of you might have seen in the international news that this entire system that was meant to support millions of people was developed. And after three years when they tried to take almost three years when they tried to take it live after spending something like 500 million US dollars. It crashed and you saw some of these issues with scheduled simple slippages cost increases. So I'm going to play a video excuse me an audio clip and I'll keep the slide up and just I'd like you just kind of listen to this. President Obama is putting former CEO Jeff Zients in charge of the tech surge. That's the administration's emergency effort to fix the health care website. But what about the contractors who built it? What's their responsibility? And Piers Martin Costi has this profile of CGI federal the IT company that handled the biggest piece of the project. You may have never heard of CGI but in its hometown of Montreal it's a big deal. It's an IT outsourcing company that got started a number of years ago with a couple of guys in Quebec City who didn't even speak English. Carl Moore is a business professor at Montreal's McGill University and he knows the company well. They've gone from those humble roots and then started to grow and they grew a lot through acquisition. CGI is now Canada's biggest tech company and it sells IT services around the world. Moore says the company has a good reputation but there have been some problems. Just last year the province of Ontario fired CGI for failing to deliver a health care related IT project on time. Some in Washington now wonder whether CGI's American subsidiary CGI federal deserves the blame for fumbling the Obamacare project. Sanjeev Augustine doesn't buy it. I think it's grossly unfair. I think they're a victim of their circumstances. Augustine is president of Lightspeed LLC a training and software development company in Washington. He says federal rules require projects to be divvied up among too many contractors in this case 54 other companies besides CGI. The idea is to spread the wealth and avoid overcharging but he says it's no way to build software. What folks attempt to do is to use the same model the Cold War model if you will to build a cruise missile to develop a smaller software system and it just doesn't work. He says software is best designed by small teams and unlike a cruise missile the whole project does not need to be ready at the same time. It's easier to put up a web portal in stages that's what they did in Colorado. Cammie Blay is the CFO for that state's health insurance market system which went online the same time the federal one did. We knew that there would be some things that would be delayed in rolling out. There would be some enhancements some you know customer decision tools that we would actually not be able to do until after go live. And Blay says there was only about eight contractors working on Colorado's system and one company was clearly in charge. That company was another subsidiary of CGI. We trusted them to manage the other technology vendors that they were integrating and we worked in a close partnership with them. That's in contrast with the federal website where no one contractor was in charge. CGI federal would not give NPR an interview but in an email a spokesperson said CGI was not the lead contractor. In fact he says none of the companies was the lead and none was capable of testing the system end to end. That responsibility was left to the government. All right so there's an example of all the governance in the world. They really tried it try to oversee they tried to put in place a number of governance rules and it failed. And you see it fails because when we want to deliver things fast and when things are changing rapidly the old regime doesn't work. That licensed regime in this case the healthcare.gov government regime didn't work. So what we want to do is to talk about what does work. And so I'm going to put three transitions if you will from the licensed Roger traditional waterfall legacy governments governance type regime. To a light touch governance. We still need rules we still need simple generative generative rules. We still need those rules to be light touch keep those guardrails so that they can enhance rather than hinder. So these three things I want to put in front of you and they might seem sort of innocuous right short iterations will talk about that small value stream aligned teams will talk about that and strategy linked to agile execution. But what about the governance aspect of that let's talk about that. Let's start with short iterations. Please put in the chat. The length of your iterations if you're doing scrum or save for XP how long or your sprints or iterations, please put it is other two weeks. Yeah, so most folks are doing two weeks right. So we say well scrum says we have to deliver a time box sprints of two weeks. Fantastic life is good. Second question. How many of you are actually delivering working tested product or working tested solutions services at the end of every two weeks. Can you put that in the chat. So there's got to be somebody. Most of the times this yes, fantasy of a fewer numbers sometimes. At the end of three years so incremental mode no so we start to go down a slippery slope because we say we want to be able to deliver these product increments to customers rapidly. And we want to be able to do in two weeks at the end of every sprint. And sometimes it takes longer. And here's what we're shooting for right what we what should happen is that scrum and these actual methods should give us a way to put to break our larger pieces of delivery larger pieces of a product. We want them down into minimum market of product MMPs those are the red things at the bottom. And if you're developing a new product just like with scrum is usually the sweet spot for, we might do to experience and after in this example after three three sprints, we have an MMP that we deliver to to release to our end customers and end users. So over a series of sprints or features will should call us into MMPs. And when those are ready, we can release. Now, if we if this is my if these are minor enhancement, then maybe we can release after every spring right this is the way it should work. We should have small batches that move rapidly through our system they should flow through our system. Now, what should also happen, and this is a case study, is that we should be able to overlay governance on top of that system. So if I have my delivery here my sprints, I can then start to work backwards from that and say, okay, maybe I can do some discovery I can do some elaboration of the ethics and here's my program. I can take that waterfall book of work. This is an example from a customer where they had a waterfall system and we were moving them from that from that license Raj, if you will, to a more agile system and said take that waterfall book of work break those projects into smaller MMPs put the MMPs in the product program backlog prioritize them. We can do a call review the car L stands for compliance audit risk and legal compliance audit risk and legal upfront on all of the MMPs in the product in the program backlog. We can have architectural review that anybody who's familiar with extreme programming will probably be aware of that. And then we can roll into a quarterly planning with our PI planning a big room plan. So here is an example of how we can take like touch governance, move from that, you know, big license Raj governance, have the proper generative rules, get legal review, get architectural review, get audit, get risk review and compliance, and then move into an iterative cycle or incremental cycle. Here again we can have another car review as we're moving things into the sprints. So there's a high level review there there's an ongoing iterative review, and then of course there's a lot of XP stuff in terms of spikes in spread. So this is the way this is the way it should work right now what really happens is something else. So when we try to do this, we end up with really long lead times at the beginning, both before and after development. And so some of you might recognize this pattern, we call it water scrum fall or scrum of fall or agile. Put a little yes or no if you've seen some of this pattern play itself out. Now with the advent of DevOps, we've tightened this site. The downstream processes we'd be able to release on demand, we're able to get a little handle at least on the technical side. But upfront upstream, we still struggle with this. How can we get chunks on our business side, get our business partners to break down some of our product increments into chunks? And how can we flow things from end to end? Because what really happens in our organization is not the wonderful stuff that should happen. We get stuck with the remnant of that license right. We still have to go and get some approval on those requirements. We still have to get project feasibility. And then maybe we can get two weeks prints in development, but it was still facing regulations up here upstream and regulations when we have to deliver into production. And so what really happens is that we still don't have a structured way to integrate that nice stuff I showed you. All the compliance, audit risk and legal and enterprise. And those things get neglected and this is way too late. And so you could have a discovery phase and development. So there you go. Development never starts. So that's not good. So what we need to do is to bring in those stakeholders and shift that interaction with those stakeholders left, shift our entire process so that we can go end to end. And so that we can create what's known as an agile value management office. So I'm going to skip here and show you how we can pull together a cross functional, cross hierarchy team of teams that we call an agile value management office. So do me a favor and I want to do a quick tech check over here where's my chat here. Can you put in your chat whether you can see my video? Can you guys see my video? It's not playing yet, but okay, I'm going to start playing it. Are there any other potential release changes? So is this, Jill, is this representative, the reconfiguring board? Is this the consolidation? This is the consolidation except I would say that everything from 417 is actually correct. This is not correct because we need more weeks over there. I don't have more boards. Because I'd like to take two minutes to talk about that. Do we need any further updates in the current iteration? Probably no, they need to go through there. So yes, they are planning out for more than the quarter. And what you have on the wall are work streams, the rows of work streams. There are MMPs that are making their way from the, yes, it's not big room planning. I'll tell you what it is in a second. The room planning has everybody from the teams as well.  So each one of the columns are sprints. This gentleman with his back to us is a executive. He's the IT executive. The gentleman who's sitting down here is a business executive. And the lady who was at the board, she's the equivalent of a release train engineer. If you're doing SAVE, she's an RTE. If you're doing discipline agile or something else, she would be a chief scrum master. And then these are some of the senior members of this agile value management office. And then you've got some team members here. Not all of them, but some representatives. So how is it different from SAVE? The process is similar to SAVE, but this organizational construct is different in that it pulls together people end to end across business and IT at the middle management level. And we have some other folks from the executives as well, executive teams, and we have team members. So let me go back into my PowerPoint and show you what is the makeup of the organizational construct, which is that we're calling an agile value management office. So here we have it. Our goal is to create that seamless network organization. Can we go across the teams? Can we get flow of value across those teams? Now, generally things are getting stuck at the management level, right? Decision-making velocity gets stuck. So what we want to have is things moving quickly from start to finish. And the bottlenecks are usually above the teams. They're not at the team level. So what we want to do is get one or two people from the team. We'll get these to be elected. We get a couple of executives, the business and IT, and then we have a cross-functional group, both business and IT. And if you look at that room, there's about 30 people or so. And they are looking at everything that's coming down the pipe and they're planning things on a regular basis. Now, is this a quarterly meeting? No, this is a weekly meeting. Sometimes they even do it twice weekly, two times a week. And what they're doing, they're looking at things across the portfolio. They're looking at things across the portfolio level. And somebody mentions that Clashman's big picture gives a similar view. I'm sure it does. We've used JIRA, Align for this, Lean Kit, different tools. And you can look at it and make it all digital, right? So we have this team of teams that can help us look across all of this, all of the enterprise from end to end, right? And does it not applicable to all kinds? Actually, it is. So here's the interesting thing. That board that you saw had at least half of the projects were waterfall projects. So we were just managing the dependencies across both agile and waterfall projects. And so the important thing was that on the agile projects, we were able to break down the increments into smaller MMPs for the waterfall projects that wasn't possible because they weren't delivering product. They were delivering documents, right? So it is a question of managing the dependencies. Okay, when are you guys going to release? You'll release three sprints into everybody else's release. So we'll make sure that we can make sure that we're pulling people in. Why not have all team members? Because twice a week, once a week, we still have big room planning for that. And there is something called cognitive load. If you look at, there's a great book and body of work out there that's called team topologies. And we just kind of have, it doesn't make sense to bring everybody for every single meeting. It's not productive, right? So what we want to have there is a representative group of people who can, who can remove the impediments and make decisions and move things along. And that reduces the cognitive load on the people on the teams. We still have representative from the teams. And so their work is represented there. And that allows us to control cognitive role and just the mechanics become easier when we have representation like this. Okay. And this is more than one project. This was 21 teams and it was a whole portfolio to Sam's question. All right. So how are we doing? We got about 20 minutes. And let me see. Any other questions did I not, I think I answered all of the other, any other questions that you want to pop in the chat? This is, this is saying, okay, we want two weeks prints or iterations. We want to overlay governance on top of that. We want to make sure that we have in that room people from compliance audit risk legal vendors. And in addition to all of our program and project and product management folks as well as some team members as well as some executives. And that allows us to manage the dependencies from end to end and make sure that we can have the right audit points, the right compliance point. And all the proper type of governance. And this is like, like touch governance because it intrinsically is an agile way of doing that. So we're bringing all of the non add historically non agile folks into an agile way of working. All right. Next question for you guys. What is a value stream? I see that folks are familiar with safe here. So what is a value stream? Anyone know what a value stream is? Yeah, business value. Right. So sequence activity there. Ron Nutt's got it, right? It's a sequence of activities from start to finish. So if we say that all agile methods or all of agile is based on lean, right? And lean says, we have to anchor what we do on the customer around the customer. So how can we go from customer through all any an idea that we have a value that we have to deliver? Exactly. Deep says it value that we're delivering to customers. Initial idea through all of us silos and back again. And that sequence of set or sequence of activities is what we call a value stream. If you're taking a UX perspective, user experience perspective, we say, well, our customer is going to go through some journey. And what we want to do then is to line up that value stream along the customer journey. And then what we say is that I can align my teams to that customer journey or to the value stream, the sequence of activities. And then what I can do is I can line up the MMPs, the minimum marketable products, line them up and my team can work on one MMP at a time. So now I have my stable teams. I can take this collection of teams and I can align them to the customer journey or the value that we're delivering to our customers. So this is what should happen. What should also happen is then if I'm applying lean portfolio management, it's another case study where we've applied a portfolio Kanban. Kanban is a big visual system or a big visual sign. And what we want to do is to control the flow of value. This is all pre-developed development. So this is all that upstream stuff we were talking about. And in this case, you have a funnel selection prioritization program backlog and then we implement it. The way it gets manifested here is that all value is linked back to an objective and key result. We have everything in this row linked to this first OKR, objective and key result. Everything in the second row linked back up to the second OKR. And then what we want to do is to make sure that we're going through business requests, wisdom ranking, if you're familiar with the SAVE, estimation, business case, approved and selected. And so yes, we do PI planning but is all the work visible at all times because PI planning is about taking the stuff that's here in the right mode and start figuring out how to implement it. And what I'm talking about is all the stuff upstream of PI planning. And again, at each one of these junctures, we can have compliance, audit, risk, legal, we can have regulatory compliance, we can have business compliance, we can have all of our governance introduced over here. So this is our portfolio con bond. This is what should happen. But what really happens is that the organizational silos still persist. It turns out that just to go from start to finish, we have to traverse about nine silos. So most organizations still look like this. So yes, we need that wonderful flowing portfolio if we will. But our organizational still looks like this. And decisions are not swift because we have a hierarchy. So we have a lead time lag, right? So we have lag in going from left to right. But we also have a lag in decision velocity or decision lag. And that's because of the hierarchy. And that's another reason why we want to have that agile value management office because in that agile VMO, we can expedite decisions and make sure that they get done quickly. Because we have horizontally, if you will, we have an issue going left to right, getting value to our customers. And then vertically we have a lag in terms of decision making velocity. And so what we need to do is to shift left and integrate end to end with business. And so here's what we want to do. Those value stream teams, right? Let's align them to a particular product. And let's talk about discovery, refinement, delivery so that all the work that's coming. So that stuff you saw up front on that portfolio con bond, that's here. Then there's some refinement and there's delivery. So this is a program con bond. And you can see this quarterly planning here, this monthly planning here, and there's delivery every two weeks. So what we've done now is that we can take all this work and we can regularly feed it into our teams. If you're doing the scaled agile framework, then we'll collect those teams and into a group and call them an art. And then we'll take agile release train and then we'll align those agile release trains to a value stream team, right? Or to a value stream, excuse me. But this is what we want to do from end to end. And this is how we go from end to end from business to it and back. So even if you have a legacy organization with those nine silos, we can now make sure that things are flowing or streaming. So here's another case study where we had strategy, organizational units, the objectives and key results laid out, all the demand coming into the VMO, the VMO doing big room planning, and the value stream owners, in this case, sales, customer service and marketing. Okay, so there you go. Best case, absolutely. This is what should happen, right? So I'm going to ask you guys, what are some simple ways that you can implement like touch governance? So I would like you to please go to, let's see. I'm going to see if I can pop that into the chat. Let's stop sharing. And where did my PowerPoint go? Please go to menti.com. And I would like you to pop into menti.com some ways that you can implement like touch governance as we've been talking about over here, right? All right, some folks already here. That's fantastic. Let me share the screen. So that you guys can see what's happening. Little relationships, follow up, value stream mapping, excellence, quicker decision making, dispersed. Yeah, awesome stuff. Follow up and let the team do it, less hierarchy, OKRs, team definition of done, or restructuring focus. Yeah, all great ideas. Thank you so much. So I appreciate that input. We need we need to make sure that in order to make the right decisions to make sure we're building the right thing and to make sure that what we're building meets business outcomes that our strategy is linked to agile execution, right? And this is what should happen. We should have a clear chain of why. Why are we working on this? Everything on that wall that we just saw should be linked back to a strategic outcome that is captured by an objective and a key result. So we'll have themes and those objectives will be there. And then we'll have initiatives and we'll have key results for each one of the initiatives under the themes. So we should have OKRs that drive all of our epics and our stories. This is what should happen. Now, what really happens is that that stuff just doesn't happen. Execution falls short of sanity. And you can see the failure that we may have the greatest strategy when execution falls short, right? And 82% of Fortune 500 CEOs feel that their organization is effective as strategic planning, but only 14% say that they're actually implementing. And 50% say in Harvard Business Review, let's say that strategies fail to deliver those results because of poor execution or poor linkage to execution. So what really happens is two things. One is the strategy itself is unclear. And the second is the strategy is disconnected from execution. So we might be doing great stuff on the ground with our agile teams. But if we don't have the right direction, if you're not building the right thing and we're not linked to moving the needle on the right business outcomes, then we're just generating a lot of waste. We're doing things that are not really valuable to the organization. And so it's really important from the get go to have that North Star and to make sure that we're defining all the work, making it visible as MMPs and then tying those minimum market of products or MMPs back to the OKRs to make sure that we can actually deliver value. So how do we do that? Here you see is an example of case study where we have our OKR. We have epics that are lined up with those OKRs, they have features, and then the collection of those features. Here's one, two features that are bundled into this MMP. Here's another MMP here. And both of these MMPs clearly link back to this epic, which clearly link back to an OKR. And of course you can do all of this stuff in your tool, right? Whether it's Jira Lyons, your big picture, or Leankit. This is what we should be able to do. Now, what really happens is that we are unable to do this. So we need to make sure that we can define this clear chain of why. And here's how we go from top to bottom. Capture the strategy with OKRs in some sort of strategy capture session. Make sure we can do value stream mapping, align the teams by value, link the value streams back to each OKR. And then in our BRP, our big room planning, or before, make sure that we can align and link all of the work in process, all of those MMPs back to each OKRs. So to go from a strategy to value stream, and then all of the agile work in terms of epics, features, and stories, all linked in a chain. And at any point in the chain, whether it's an epic or a feature or a story within the product backlog, or higher up the chain, whether it's an initiative or a theme in the portfolio backlog, we should be able to work on it and say, why are we working on this? Well, it's because of this OKR and this key result. So that clear chain of why is very important.  Three transitions to light touch governance, those short iterations with integrated oversight and governance. The value stream team with the value management office of VMO overseeing it and making sure that everything is being delivered end to end. And then the third one is strategy linked to the agile education. Right. So I'm actually going to stop sharing now because we've got about five minutes and I want to use that time productively for questions. So at what time, Sunday, I want to know at what time a tech team should be involved right from the beginning. The tech team members, you're going to have a couple of those members in that agile VMO and they're going to be involved with from the very beginning. Right on that left hand side where I talked about program planning. So tech teams members are going to be involved from the very beginning. Maybe a tech lead, maybe a tech, you know, could be a developer, maybe a business analyst, but they might be going once a week to that agile VMO meeting. All right. Operations, yes, everybody should be involved. Right. Operations end to end. We need operations. We need deployment. We need production folks on that's downstream upstream. We need a business partners. And when I say business is not just product managers, but it's sales is operations is marketing HR, right. Legal. Everybody should be involved into it. Since you have a longish question on Q&A. Oh, I haven't looked at the Q&A. Sorry, let's take a look at the Q&A. Organizations started starting with spike and review for new features to get approvals. That which is very, very interesting. Right. The idea of a spike is that it's an experiment and it's you shouldn't have to get approval. It's like, I need three days to go to go off and and to experiment with this. So the reason you do a spike is so that you don't have to get an approval. So I'm sorry that your organization is is doing that, but they're doing it wrong. I just show them go to go to extreme programming.org e-x-d-r-e-m-e programming.org. And you're going to find the explanation of a spike could be technical spike could be business spike. And there's nothing about getting approval there. In fact, the idea of the spike is to help you get through any sort of jam pack. What's the difference between MVP and MMP and MVP is another experiment is a product experiment. We just want we want to try something. It's not ready for production because we're just going to try it. It's an experiment and MMP is a piece of an actual product that is going into into production. Right. How does the business move from ROI to OKR? It's not not an easy task. I hope you don't. You could still measure ROI, but OKR is objectives and key results are pretty straightforward. There's, you know, there's a lot of work out there with in terms of OKRs. You could still measure ROI, so you don't necessarily have to move from ROI to OKRs. You can implement OKRs in addition to that. We got about two minutes. Do you see any conflicts with multiple groups while defining the strategy? Yes, which is why they don't define the strategies. If you remember, I said they capture the strategy. The strategy is defined by the executives in that triangle I showed you. There's the teams, then there's the agile VMO and above that there's an executive action team. And the action, the executive action team, the executives, they define the strategy. And then they say, this is this is how the strategy. This and then the agile VMO has helped some capture the strategy with OKRs. Parts of the organization which don't embrace an end to end or bottleneck. This needs to be fixed by COS or at least somebody at that chain. How can you reduce the work effort across the work? Value stream, get people talking, set up those end to end teams, implement all three of these steps. This is all about reducing work efforts, reducing decision making time, and reducing the lead time so that we can go quickly from end to end. Thank you so much, Sanjeev. It has been an amazing session and I have learned quite a lot from the chat, from the other conversations. It seems a lot of people have taken away a lot of insights from what you said. Thank you so much.