HPC Dutchess Radio welcome back to our presidential series conversations with distinguished leaders from historically black colleges and universities across this great country. And today our distinct honor is to have the distinguished Chancellor of North Carolina A&T State University, INCAT alum, and leading one of the most dynamic periods of growth for an HPC we've seen in generations, Chancellor Harold Martin. So Dr. Martin it is indeed an honor to speak with you again. I'll tell you it's mine, I'll show you. So Aggie Land has unprecedented growth in enrollment, the largest four-year historically black institution in the country at this point. Record growth over the last two to three years in research funding and expenditures. New facilities, athletic success, across the board where any leader would want to be defined as doing their job well, you are doing it. And I can't say that that's rare, but when it's all cylinders, it's certainly something to notice. I mean, to what would you attribute, obviously your experience and your love for the institution makes that possible, but to do all this at one time, did you see it happening this way, this quickly? You know, it's a great question and quite honestly we've been building toward a greater level of success on our campus since my arrival in 2009. Certainly having the history of the university from my former role here on the campus in several capacities and then having, excuse me, worked in the system office and was aware of what was going on across the UNC system, excuse me, created an opportunity for me to take a look at A&T and where there were opportunities and frame out very aggressive strategy with our board of trustees and with our university's constituents. But admit that we would have to make some really, really tough decisions about our university early and people would have to buy into the strategies we were going to implement and over time we should start seeing progress of the institution grow expansion in new programs and research and et cetera. And I think we're beginning to see the evidence of investments made and decisions made years ago that are now beginning to come together and making a big difference for us. How do you make that work? You talked about your time at the system office and you had experience, obviously very successful tenure at Winston-Salem State. But how do you make that case? Is it a chicken and egg proposition where you get with your team and you create a strategic plan and the legislature buys into investing in that and helping to direct student and student service resources to that proposition? Or do you do well when they say, oh, you're doing great. Now, let's see how we can expand upon that. Great question. Well, I think one of the first things we had to do was have a very open and frank sort of discussion with our internal constituents, our board of trustees, the leadership of the institution, faculty and staff on this campus as well. And so one of the very first meetings I held with our university in 2009, August 2009, I took the opportunity to have spent several months evaluating enrollment, degree productivity, looking at benchmarks for A&T and then comparing that data to other comparable universities in the UNC system and comparable universities around the nation as a whole, seeing where there were opportunities before I ever set foot on the campus and then decided in a risky way to say to our university in my very, very first public meeting with the campus to share that data and to accentuate, if you will, areas where there were gaps and our performance against those of comparable universities in the state and around the nation as a whole. And what I mean by comparable universities is universities that are similar in mission and our mission is a land-grant institution and similar in Carnegie class, doctoral research universities. And then what I mean by gaps, let's say enrollment trends, our enrollment was going down and those universities that were comparable in mission and Carnegie class in the UNC system, their enrollments were trending positive and student success, retention, graduation rates, I was at one place, theirs were competitively higher and the other part of the conversation was the fact that those very same universities that were comparable in Carnegie class and similar in mission at its big stem and similar doctoral programs and the like, quite honestly, they would become in Browner, East Carolina University, UNC Charlotte and UNC Greensboro, those were the comparable universities, Carnegie class, for example, and they were increasingly becoming Browner and I took similar universities outside of the state and showed similar gaps in our performance and those universities performance and so and I said to our university and the faculty, in my mind, these gaps suggest opportunities for university. The challenge for us is assess whether we really want to compete with these universities and close these gaps and so I asked the faculty that fundamental question, do we want to compete and I remember the response was somewhat of a quiet, mousy response, yeah we want to compete and so I said well that's a weakest response I think I would possibly ever expect to get started my tenure as chancellor here and so then someone else responded hell yeah we want to compete. I was surprised nobody yelled out Aggie pride that's that's a stunner to me. But you know that's a critically important perspective because the next few slides after there was a commitment to compete suggested big things we were going to have to do. Plan differently, invest more wisely, perform at a higher level, act differently as a university and that meant lots of change in our university and so now none of us knew what all that meant at the time it was just an open-ended conversation and so we began our journey on that day moving forward, beginning to define what it meant to compete, improving customer service, raising academic standards, improving faculty productivity, enhancing our academic facilities, investing in technology and so we we framed those key things out initially before we ever developed any kind of a strategic plan and began to spend money on the things that were wisest. We took money from things that were less important and began to start targeting our resources against those things that mattered most to begin to position our university to start competing and so that process those investments the decisions we began to make have been consistent with investments we've continued to make decisions we've continued to make year-over-year about our university and so we are now are beginning to realize the benefits of those tough decisions that we made years ago. One of the things that's that helps A&T stand out a lot is that it doesn't appear that there's been a siloed approach in that in that way a lot of HBCUs that have tremendous programs of strength that's what you know them for I graduated from Oregon we're known for engineering you know not known for journalists but we're known for engineering but A&T has become known for diverse strength in liberal arts in engineering in agriculture in education so was was that planning phase to say hey look you know here's some here's some growth metrics for each of you each of these schools each of these departments or was it here's a university-wide charge go out and scale this to what you do that's a great question I'll tell you asking a very good question and I'll say to you that when you think about the land grant mission we have to really define what being a land-grant institution meant and being a land-grant institution means that all academic programs contribute to the realization and delivery of our land-grant mission the liberal arts engineering business agriculture education health sciences all of these academic programs help us contribute to being a successful land-grant institution quite honestly and so with that in mind we then backed away and looked at the degree programs on that campus and the colleges that were delivering and I used the analogy as you know I'm an engineer and so we start looking at a in the context of an automotive engine if you are firing on on three of an eight cylinder engine with three of your colleges doing well and the others aren't that ain't good your engines gonna gonna spit and sputter and etc and we were doing that as a university we were spitting and sputtering we're doing some things well but in the grand scheme things with most things we were not doing well and one of the reasons that was true is because we had not made strategic investments across all of our academic programs in a consistent way we're not set clear expectations and outcomes for all of our colleges to perform at a certain level quite honestly and we had not made many changes in our academic programs and our college framework for 50 years or so relative to our academic units schools colleges etc we had added some new degree programs here and there but nothing in a wholesale way and so we made a very very tough decision it was one of the most strategic decisions we made an investment in and that is an academic restructuring we decided to take all of our academic programs before we ever started making new programs and investing in new faculty we took all of academic yield programs took all the degree program put them in a big bucket and then we put them out one by one and put them in new colleges engineering programs tend to only align with other engineering programs but programs out of our College of Art and Science Arts and Sciences which is a large college right we took lots of those programs and broke them up and took the liberal arts degree programs so those align with liberal arts and we put them in a new College of Arts and Humanities and Social Sciences and created a new college for those programs we created a new college called Health Sciences and we took nursing and other programs out of arts and sciences and created a new College of Health Sciences with psychology and and kinesiology and social work and sociology and and nursing and created a new college there and then we took it all of the science programs out of our College of Arts and Sciences and combined those with a school of technology that we had and created a new college of science and technology we hired new deans almost all of those colleges and we began to add new faculty resources to those new colleges in areas where we knew there were new degree program opportunities for enrollment growth that had grown up over the last decade or two that we did not offer on our campus and we began to frame out those new degree programs and we now offer many of those degree programs today on our campus degree programs that student have an interest in today degree programs that were offered at UNC Greensboro they were offered at UNC Charlotte that were offered at East Carolina and other universities that were comparable hours but we weren't offering those programs that gave a bigger interest to our University of African-American students who were going to these PWIs and record numbers now those students showed interest in our university now they will begin to come to our university in record numbers so we had to make some tough decisions now you can imagine this made a number of our faculty very nervous what's gonna happen to me what causes am I going to be housed in what if I don't fit anywhere if you will and so we have to be open and honest and candid about the process everybody's going to be impacted in a similar way and we were very open and clear and transparent about the process amazingly our faculty supported this process in very significant ways because they knew while it had may have some potential negative consequences for them at the moment in the long term it was going to benefit them and others on our campus and it was certainly going to benefit our university in that long term so that restructuring Jarrett was a major tough decision set of tough decisions for a university that's deriving substantial benefits to our institution today you talked about the land-grant mission and that is the one from both federal and other other respects corporate partnerships for example one of the strongest veins of how HBCs run at least as a sector the 19th land-grant historically black institutions that has also come with some measure of controversy because states that have an obligation to match that federal funding to HBCs have not done so and he has been recently in the headlines for one of those discussions among the state legislators of the two schools in Carolina to receive land grant funding there's a disparity between you guys and North Carolina state what are the conversations like with you and your governmental relations folks your alumni with the lawmakers to say hey look you know A&T is we're not slacking here we're tremendous what what is the not to give away any secrets or inside baseball but how do you make that case to the to the lawmakers say look not only do the right thing but do the thing that's going to help you create jobs for black farmers do the things going to help you increase your tax base what what is that case me well one of the things we felt was critical important for us to do is is Hansa University's strengths and areas where we knew had strengths and competitiveness in Hansa University's performance performance in areas that make sense to our legislators enrollment growth student success job placement of our graduates increase in research economic impact in our region and etc etc so we were being smart about making our strategic investments in our institution enhancing our competitiveness and successes and then as we began to see the successes of our university and the the clarity that our university was competing with those institutions in the state that they always valued and funded more competitively began to realize these guys are real these guys are very serious and we begin able to make the case to demonstrate it that our university was performing at a level consistent with those of our peers in the UNC system making significant contributions recruiting top students graduating top students increasing research and increasing innovation and deriving more substantial economic impact of our university in the region and the state as a whole we packaged all of that in a very very competitive way a talking points presentations hosting breakfast meetings without legislative delegates going to rally on a regular basis and sharing materials on our university leaving behind talking points meeting with the leadership of the legislature meeting with the governor for example and in each and every one of those scenarios not only were we educating people about who we are and the competitiveness of our institution the impact of our institution we also were very strategic about the resources we needed to continue to be competitive with those comparable universities in the UNC system and pointed out areas where there was a discrepancy or an inequity in funding and those legislators got the message and as a consequence we've begun to see increasing levels of funding both to elevate our university as a doctor research university in the UNC system if you look at the current budget that's currently that's now under unfortunately it's in debate now with the legislature and the governor it has in it about ten million dollars of operating dollars funds to fund graduate education and research on our campus funds to support new faculty positions on our campus and technology on our campus but also in that budget is funding to bring to a minimal level the required federal mandate of a dollar for dollar match of state funds for dollar dollar match for the federal funds we received from a part of our ag extension and ag research for our university those items are currently in this year's budget several years ago we also received funding support for a new engineering building that's now under construction 130,000 square foot new structures coming out of the ground at this moment so our legislature and our governor now recognize that we are a critical asset to this state and certainly the region where we're located as a university now one of the things you also have to realize as well is that if you look globally at where trends are carrying and where industries are flourishing in almost every aspect of our lives technology is becoming the most critical component entertainment food production and food safety transportation systems communication systems for example education for example in every aspect health every aspect of our lives technology is a key piece being that we are one of the three the four universities with the largest stem production in our state and in particular we are the largest producer of minority stem graduates of not only universities in our state but universities in the nation we are a critical asset to every global company in North Carolina that makes a part of its human resource needs recruiting and retaining top technical talent a diverse technical talent and that's very true also of those industries we're trying to recruit to North Carolina every one of them places as a critical part of their decision-making to move to a location that they must have access to a strong technical diverse workforce we are critical to our state and in many ways our nation meeting those growing demands so we are a critical asset so we have positioned ourselves to be a major asset to our state to our region to the nation as a whole and as a consequence legislators understand that departments of commerce understand that and so investments have been made to ensure that we are continuing to prosper we're continuing to grow and benefit from the investments that the state needs to make an university to continue to be a shining example of what excellence looks like and so we're very excited about what we are in that conversation you route some folks up at the recent me with faculty the back to school kickoff where you talked about you had a similar conversation to what you had nine years ago with you know when what does it look like if we're doing better now it's a conversation what it is what does it look like if we're the best yeah is that a is that a similar I guess acclimation process to get people used to hey we're we're going to be a school that may have soon 20,000 students we're going to be a school that is is hand in hand with Greensboro as a as a campus you know a city a college a college city is that an easy sell to make or do you find that there's some reticence among some of your stakeholders it is a very easy sell to make today I would say the predominance of our stakeholders are very proud of our success today they understand that we are not forsaken in our HBCU history and traditions they recognize that today they recognize that we can both be an HBCU and be excellent at the same time they recognize that today obviously you have to help bring people along so that they recognize what you're trying to accomplish as well as the universe and so we've got lots of stakeholders who are integral part of our discussions on a regular basis but you also have to keep moving the ball you can't if we decided to start resting on our laurels would be one of the worst things we could possibly do there are enormous opportunities ahead of us that I share with our faculty and staff last week some of our best work in my mind now is out in front of us it's ahead of us we've got to continue to position to enhance the excellence of academic programs even more broaden the degree program offerings we provide to this community in this region in the state we've got to continue to increase our research we've got to continue to think beyond what we are today and so I asked really tough questions about how good do we really want to be and so instead of asking the question about competing ten years ago as I did I asked a question this time about how transformative do we want to be right how how much do we want to be a part of helping to change the economic posture of Greensboro and Guilford County and in particular how much do we want to be a part of helping to create wealth and East Greensboro where a university is located this is the area of Greensboro that's the predominance of minority families live and grow and raise their families quite honestly raise their children quite honestly and we are an integral part of what we call East Greensboro and we have to continue to be a part of the leading conversation in leading conversations about how do we ensure that we are helping to attract start-up companies and new companies moving to North Carolina and to this part of the state to set up their shops and manufacturing facilities their headquarters in East Greensboro and bringing retail and jobs and opportunities to this community and so we've been very vocal in this space we've been very clear about this in conversations we've met very extensively with city leadership the manager I said a manager the mayor of the city city council our city council delegates who represented our area of the community for example and I assure you that today this group of individuals are all aligned on in an agreement that we have to do business differently here in Greensboro we must develop strategies so that everyone benefits all areas of our community benefit from economic growth and prosperity quite honestly and we've got to continue to drive those discussions and that's what land-grant institutions do and then the final question for you and again we appreciate your time you've always been regarded sector-wide as one of the you know the really quiet gentlemen of the HBCU president and chancellor hierarchy you're not riled up in meetings when you go out of town you know everybody looks at you kind of like one of the deans of our of our leaders but in recent years you become very much more active on social media and telling jokes on Twitter and catching catching guys on campus who don't have on the anti shirt we got on a duke shirt or something like that was that big was that a process of not becoming more comfortable as a leader but becoming more comfortable with that being a role of a college president and it kind of signals to me that you you got a lot of years ahead of you like you really just hitting your stride and you're gonna do this for a while is that true that's the plan and and and just as I look at our university and areas of opportunity for growth and opportunities for continued success also look at my leadership style and areas for me to personally grow and where I can make a bigger difference by changing the way I do some things quite honestly and I was not very active in social media at all and decided that this would be a great space for me to be able to communicate more effectively with a larger group of our constituents and others in our community and around the nation about the great things we're trying to do here and and try to grow into this space grow more comfortable using social media I think social media can be a pitfall if you're not careful with how it gets managed sir and so I've always tried to use it in a very effective positive healthy way and I try to be a good example of that to our students as a whole as well quite frankly because I certainly want to make sure that as an example to them that we are helping could prepare them to be successful leaders in their professions as entrepreneurs or accountants or engineers or health care providers or whatever they may be I want to leave this institution they've also we also want them to be very successful what they do but also want them to be effective in reaching back into their communities where they grew up and what they're living to bring forward others to be successful as well and so helping to use the tools we have at our disposal to be more impactful and more effective in creating success and and I also believe very firmly about say that campus constituents on a regular basis there's several things I try to rephrase on a regular basis one we're trying to be excellent at everything we do excellence is not cheap so we have to continue to raise money and invest wisely on our campus quite honestly and that if we want to be amongst the largest institutions in America for African-American students attend college then what is going to be our impact we're graduating more graduates in areas of greatest need to our nation if we're not we're not impacting and being a been the largest doesn't mean anything substantive quite honestly and so I'm very much interested in outcomes and impact more than I am being the largest HBC in America in America quite honestly and so we talk often about what difference are we making as a university in our communities in our region and the state and the nation as a whole and so those drive us in very significant ways and one of the great fortunes for me here is that we have an incredible board of trustees to work with that's very businesslike in helping us frame strategy for the future and we have an exceptional leadership team here that works very very well together very collaborative and engaging but we have a great faculty and staff that's now buying into a great and positive future for our university which I'm excited about and athletics as well I always believe that athletics plays a very big part in your university and its image and reputation I've observed how other large universities use the success of athletics to excite alums and fans and fans and friends of the university and as a result those fans and friends write checks and bigger checks right honestly and and I've always been a firm believer that students go to college and want to go to college for their winners they most often universities who win national championships it's an uptick in applications for admissions and they see uptick in private fundraising and we certainly have seen that as evidenced here at A&T and what kind of what kind of pressure does that yield because I think the success that you guys have had not just even in football which is the most notable thing or the most noticeable thing but men's and women's basketball bowling I mean there's a number of things that you guys have won championships in track and field obviously I mean all across the board but does that create a new kind of pressure from alumni to say all right you know we're running all over the meag it's time to think somewhere else and that's one delegation and then you have others who say no no no we we love being in the meag we love running the meag I mean how do you kind of balance with success in sports also comes the spiciness from alumni so how do you sure navigate that space that's a great question as well and then and quite honestly we want to have those kinds of debate we we routinely go through with the UNC system a redefining of our university's peers every university does in the UNC system and as you grow and prosper you have to continually reassess how you benchmark yourself or compare yourself to other organizations the private sector does it other nonprofits do it institutions of higher education are beginning to do so in a much more substantial way I observe that through my role in the central office for our PWIs especially the more successful our PWIs were regularly and routinely identifying their peers and benchmarking themselves against their peers and continually evaluating themselves against national rankings and alike we have to compete in the same space quite honestly and so in athletics in this instance obviously the more we continue to be successful at recruiting successful student athletes and competing successfully in sports more fans of our university ask the question are we thinking about doing other things are we going to remain in the meag are we going to join some other FCS conference similar to what Hampton did a year ago for example are we thinking about moving to FBS and football all of those are relevant questions and so we without exception in conversations with our Board of Trustees after always continually be asking ourselves what's next for our institution how do we remain competitive how do we ensure that we're remaining in the mix of institutions that are attractive to students in the future our ability to continue to retain top faculty and staff on our campus our ability to continue to raise money and so all of those discussions for us are very real and very relevant discussions that we have and will continue to have and out of those will come decisions either to do something different or remain where we are or not seek to move from our R2 research university to an R1 research you have to look at where your resources are going to come from can you afford to do these things and if you elect to do these things would you be able to maintain a high level of competitiveness as well and so we want to continue to be smart about what we're doing here and so we don't shy away from the conversations there are very passionate Aggies who love being where we are love to me act and don't want to do anything differently there's a growing population who are very competitive in their workplace they're doing exceedingly well in their professions and they know what competition looks like and they know what the market share looks like and they want to make sure that they are on the market continues to think the same way in a business like way as well and so


Hi friends, welcome to my channel, I am Arpita Karwa and in this video I am going to address a question which students have asked me dozens of time. So the question is that ma'am we have tried to go through notes, we have tried to read so many books, we have attempted so many previous year papers but still our score is not improving. A lot of students ask my team on daily basis that what we should do in order to crack net it has been 3 or 4 attempts and we are not able to clear net some or the other time it is either by 2 percent or 3 percent we fail and we are really really disheartened. What should we do? So I thought of taking up this question and making a video about it so that I can address all the students out there who are struggling with this issue. So this video is specifically for those who have either attempted twice or thrice in the net exam and yet are not able to clear it or for the first timers who are trying to go through the previous year papers, give them as a mock test and yet find that they are not able to improve their score. Every time they attempt a paper their score remains the same in spite of the fact that they have put in so much effort in order to learn so many new things in order to practice and rectify their mistakes. So for all of you guys here is the video but before we get into the details of the video I would like to talk about a very very important story which is very dear to my heart. This story is very relevant from the point of view of this video. So the story is about the great scientist Edison. So Thomas Elwa Edison the great scientist he used to work in his laboratory day in and day out. Once upon a time while he was working in his laboratory his laboratory caught fire and the entire laboratory was destroyed by fire. A lot of reporters came to his house in order to ask him and one of the reporter asked him that how do you feel now that you find the entire hard work of your lifetime getting destroyed by fire and at this point Edison said a very beautiful line. He said that no it's not the hard work that is getting destroyed it is my mistakes which are getting destroyed. So now I have the opportunity to start afresh to make a new start and to understand how science work and to come up with so many new theories. So that is the passion that you have to keep even if you have failed twice thrice and you have not yet succeeded I am telling you that if you have your spirits up there is nobody who can take you away from your goal. So I am going to talk about the topic of this video now but before that put in the comment section if you want me to make any new videos on any of the questions that is troubling you that is hindering your net preparation I would love to answer them in my frequent videos. The very first tip that I would like to give to each one of you out there is to make note of all your mistakes. I have seen a lot of students who keep on solving previous year papers they might be scoring 30 out of 50 or 25 out of 50 but they keep on solving they never look back at the paper they have answered and see where they are making mistakes. So what happens in turn is that their mistakes keep on repeating they are not able to improve their score because they are not working on the weak areas. So the very first thing that you have to do whenever you attempt any previous year paper or you attempt any mock test is that keep a notebook handy after solving the paper when you are marking and grading yourself make note of all the questions that you have answered wrong and then look at it evaluate each of these questions and see what kind of mistake did you make. It is very important unless and until you don't evaluate you will keep on making the same mistake ok and you will figure out after solving 2-3 papers that you are doing the same mistakes every time. That is why every time your score is also coming that is not the case you do new mistakes every time you repeat the same mistakes but because you have never noted depth down never evaluated it you don't know what you are doing let me give you a very simple analogy. I have to put in some milk be it tea be it some sweets or be it kheer or be it anything. Now if I find that all the things that I am preparing that day the taste is very different it's not that great. So should I question my cooking abilities no before I start questioning my cooking abilities let me first see what is the common ingredient may be was din aapka dood hi kharaab aaya hai the quality of milk is not so great that is why everything that has milk in it is going to taste bitter the same thing might apply in case of your previous your questions that you are attempting you are making the same mistake again and again and you question yourself saying that I am not good at paper one I am not good at logical reasoning I am not good at mathematical reasoning don't question yourself first see you might be making the same mistake and if you correct that mistake if you rectify that error from the next day your score is going to go up really up and you will be surprised to know that. Now after you have made notes on all the mistakes that you have made in a particular test it is important to look at the questions and evaluate and see the nature of these mistakes. There can be different kind of mistakes which a student can make there might be a silly mistake you might have just done some calculation wrong because you were not focused at that time or maybe it is a mistake that you did because you were feeling pressure. aap pressure me jab aate hai to aap bohat sahi cheeze galat kar deta hai aapka demak uss tarhe se chali nahi pata jis tarhe se jab wo relaxed hota hai tap chalta hai so maybe because of pressure you are making certain mistakes or you might find that you are not able to understand the language of question this I understood when I was in my 11th standard and I used to get so many questions of accountancy I had a commerce with myself when I was in the 11th so a lot of questions which came in accountancy were not being answered by me properly because I was not able to understand what the question was saying it was not that I don't know how to calculate depreciation or how to transfer some credits to another person's account but I was not able to understand what the question was trying to say so you might also be making the same mistake mostly I have seen students who get stuck somewhere in paper one they are not able to understand assertion reason statements they find the language very tricky or they are not able to understand what is that cheat code which they need to find from the question so make sure that if it is a silly mistake you have to handle it differently if it is a mistake that you are doing just because you are under pressure you have to handle it differently if it is a mistake because you're not able to understand the question and the language of the question then you have to look at it differently and then after all this you will find certain questions which you will be answer in a wrong manner just because you have not worked on your weak area so all of us have our own strength and weakness even in paper one you might find that teaching aptitude and research is your strength whereas logical reasoning or data interpretation is your weakness now you have to do a SWOT analysis what is a SWOT analysis it's basically strength and weakness analysis you have to understand your weak areas identify and then start working on them and once you start working on them you will find that your score of every test will go up slowly whatever comes will not help you to practice again and again where you are attacking the questions that are wrong start working on those questions that is what is going to give you those extra marks by which you can easily qualify net now that we have identified where we are going wrong we have identified the nature of our weaknesses it is important for you to start practicing but then you don't have to practice the entire question paper again you don't have to give the test again no that is going to take so much of your time and that is going to be fruitless so what you need to do is that you need to know the particular sections which you have to practice again so practice only what you are missing is very important if you have ever seen cricketers in the net practice you will find that they don't keep on you know playing cricket as in if a baller is there so he will not throw balls which he is good at if a baller is good at your curve he is not going to practice just giving your curves no he is going to practice what he is weak at in the similar fashion you have to keep on practicing on your weak areas you have to keep on practicing those questions which you are getting wrong and within few days you will see that those questions will become your strengths so what is important here is that just like we had Arjuna who focused on that bird's eye similarly your focus should be there on the questions which you got wrong or on the areas which are your weak areas so make sure that you forget everything from the question paper and only focus on the questions which you are getting wrong you keep on practicing them and make sure you become better at them day by day so I hope that the three points that I've discussed in this video is going to help you improve your score and will help you to qualify this exam just believe in yourself have the passion and keep on working on your deficiencies keep on working on your errors rectify your errors and get your goal so that's it for this video lecture we'll meet very soon in the next video lecture till the time we meet next happy learning keep loving literature and stay tuned to arpatakarwa.com


This video is produced with support from the Government of Canada's social development partnerships program, Disability Component. The opinions and interpretations in this video are those of the creator, and do not necessarily reflect those of the Government of Canada. Welcome to a Crash Course in Nells. This series is designed to give you the tools you need to produce accessible e-books, making them even more enjoyable for all readers. My name is Danny. I'm an accessibility tester with the National Network for Equitable Library Service. I was born blind, so I usually read books audibly or in braille. My name is Caden Ferris. I don't have a slight impairment, so I can read print just fine. It's just reading print and understanding print are two very different things. First of all, our goal is for publishers to decide to publish an e-pub. That's the most accessible format out there. Once that decision has been made, there's one other crucial choice, and that is how the content is going to be laid out. Fixed layout has such a neat visual look. You open up the book and your first response is, wow, this is so cool. This looks like a book that I'd pick up from the library or that I'd buy on Amazon. Everything is centered. Everything is lined up. It's set up to fit the particular screen, and it just looks like a regular printed book until you try to interact with it. So when you try to change the color of text against the background, or when you try to set up different margins so you have a different reading view, you suddenly realize that that isn't possible, and suddenly these really cool images become a massive barrier because the way the text is set up to flow around them, that text can't be changed. So it's difficult for everyone to alter that book to whatever reading style they want to use when they're reading it. It's set up for one particular style of reading in regular lighting conditions with regular site, and you can't interact with that book in the reading system of your choice to customize it to how you want to be able to read the material. This is a great choice for books that have really heavy image content and very little text. So it's a really good choice for young children's picture books where it might just be an alphabet book where we have a couple of letters on each page. The text isn't important. It's all about the picture, and it's important for that picture to be positioned in exactly the right place so what little text there is can flow around it. It makes it look like a real book. It's an engaging visual experience. There isn't a lot of accessible content, so we're not terribly concerned about how assistive technology is going to render that content. Where a fixed layout falls down is you can't change it at all. So it's somebody with low vision who wants to increase the size of the text. It's just not possible. There's all sorts of problems that can come from fixed layout. The best choice for accessibility is to have the content presented reflowably. So that means that the text is going to flow from one page to the next. There aren't specific pages that are set up visually, so it's okay for the e-reader to send one page of the print book onto even two or three pages as a reader is scrolling through it. So that style is really useful for all readers. It's easy to change the contrast if a book is being read in bright sunlight or conversely if they're trying to read it in a dark condition. It's easy to enlarge the size of text if the reader is low vision or has a difficult time seeing the screen. And it's easy for that content to be rendered audibly or in braille. As a publisher, when they choose to produce a several hundred page non-fiction book in fixed layout, we have problems because all of the accessibility barriers that were introduced for the children's book that didn't matter suddenly take front and center stage. So yes, we still have pictures that want to be positioned in the same place. Yes, it's nice to have it laid out looking like a real book and you've got the one page presentation. But all of the other opportunities that we had in reflowable layout are no longer available. It's very difficult to change the contrast of how the text appears against the background. It's impossible to enlarge the size of text. We can't even change the font. So for dyslexic readers who appreciate a dyslexic font, that option isn't available. And for readers who are blind, consuming that content is almost impossible. So we're usually going to get it read one word at a time instead of reading sentence by sentence, paragraph by paragraph. It's difficult to find your place. It's almost impossible to navigate. It's sad because the publisher has put all the work into producing an e-book. All the text is there, except it's just barely out of reach because it's so difficult to work through the content. Reflowable content is a different style of publishing entirely. It's more like a Word document. You can change anything that you want. So everybody's reading experience is a little bit different. And the reflowable layout really gives a lot of flexibility in how you can use the book. So there's an image that's presented on the page. And you have some text that is probably going to be around that image. But it's set up so that the text can flow where it needs to. So if you make that text twice the size, it's just going to wrap around that image and then drop down below the image and move on to the next page. And that's fine. The image is going to stay relatively where it should in relation to the text. But the image isn't fixed to a particular point on the screen. So you can change the font. You can change the contrast of how that text is going to appear against the background of your choice. You can make it so that that text is going to flow onto two or three pages if you need to by the time you adjust the margins and change the size of text so that it's a comfortable reading experience. The same is true of assistive technology. In contrast to a fixed layout publication, assistive technology is given the text on a whole. So it can render it in a way that's useful to its reader. So it's presented properly on a Braille page or it's read nicely, audibly. Typically there's much better navigation offered through reflowable content books. So you can find your place. You can go back and review a word or a sentence that was of particular interest. Fixed layout is such a fixed style. It's very difficult to interact with and it's almost impossible to customize. Whereas reflowable is up to the reader's control. So they can customize the text in that book so that they can read it in a comfortable way that's most familiar to them.


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Sawadee ka. I'm Jess Lynn. Let's find out what's new in DevTools in Chrome 84. The new issues tab aims to help reduce notification fatigue and clutter off the console. In the console panel, a warning bar will be shown if your site has issues. Open the issues tab by clicking on the Go to Issues button. Alternatively, you can open the issues tab from more options, more tools, issues menu. The issues tab presents warnings from the browser in a structured and actionable way. It provides guidance on how to fix the issues. Check out our documentation to get started. The link is in the video description. The Inspect mode tool tip now indicates whether the element has an accessible name, role, and if it's keyboard-focussable. Select and inspect an element on the page. The accessibility information is displayed in the tool tip. The performance panel has a couple of updates. After recording your load performance, the performance panel now shows Dr. Blocking Time, TBT information in the footer. TBT is a load performance metric that helps quantify how long it takes a page to become usable. TBT is the main lab metric for approximating first input delay, FID, which is one of Google's new Core Web Witals. Core Web Witals is an initiative to provide quality signals to help you deliver great user experiences on the web. Check out web.dev.witals to find out more. The new experience section of the performance panel can help you detect layout shifts. Chemulative Layout Shift CLS is another Core Web Witals metric that can help you quantify unwanted visual instability. Click the Layout Shift event to see the details of the layout shift in the summary tab. Hover over the Move From and Move To fields to visualize where the layout shift occurred. The Styles pane autocomplete UI now detects the Revert CSS keyword. The CSS Revert returns the cascaded value of a property to what it would have been if no changes had been made to the element styling. You can now preview the background image in the Styles pane. Hover over a background image value in the Styles pane to see a preview of the image in a two-tip. Color Picker now uses space-separated functional color notation. CSS Color Module Level 4 specifies that color functions like RGB should support space-separated arguments. When you choose colors with the color picker or alternate between color representations, you'll now see the space-separated argument syntax. DevTools is using the new syntax because upcoming CSS features like color do not support the deprecated common-separated argument syntax. App shortcuts are now supported in the Manifest pane. App shortcuts help users quickly start common or recommended tasks within a web app. In the Applications panel, click on the Manifest pane, then scroll down to view the app shortcuts. Check out our article, web.dev.app.shortcuts to learn more about app shortcuts. That's all. Find out more new features of Chrome Dev 284 in our blog post. The link is provided in the video description. Thanks for watching. Bye.


Here we go. All right, welcome, everyone. It's Jenkins documentation office hours. Today is the 18th of October, 19th of October, India Standard Time. And remind everyone, we abide by the Jenkins Code of Conduct. So it'll be nice to each other. Let's see. I haven't seen Kristen. So topics I had on the agenda, Adopt a Plugin, Tutorial and Blog Post for Dheeraj and me. Then I've got a topic on Plugin Docs Migration that a Hacktoberfest contributor has launched. And we'll talk briefly. Then Meg had a question about security chapter. She had a conversation with Daniel Beck. And I'd like to capture what she learned from that conversation. And then source structure standards for Jenkins.io with Meg and then classifying wiki pages for migration. Any other topics we should put on the list? Nothing from my side. OK, all right. So Adopt a Plugin, the Tutorial and Blog Post. So the first recorded session with Dheeraj and Pope went well. The second session starts in less than 24 hours. And the third session, likely 48 hours after that. I just like to say that Dheeraj's sections and the things that the two of you do were really good a few months ago. And they keep getting better and better and better. I'm just astounded. It's a lot of fun working with Dheeraj. He really is very, very good. Cloudy should have him do a class for other bees about how to do videos. Yeah, he truly is exceptional. But he's exceptional because he practices so hard and makes and pays such careful attention. So yeah, he thought about it. Exactly. All right, Meg, I think we may have lost you sound wise. So let's take a look at. About this for a long. So, Meg, you just came back for audio. Oh, I'm sorry. Oh, no, that's fine. OK, we can hear you. So could you say again what you'd said you'd mentioned? You'd said how well Dheeraj and Pope did and then you the audio stopped. Oh, I said that Dheeraj. Exactly on point. Dheeraj should do videos. I mean, there's I'm noticing how few people know how to make it so you can read what's on their screen when they're talking. Oh, right, right. Yeah, we have a lot of we have a lot of videos that are basically I know how to do this and I'm going to prove it to you. Yes, God help you if you want to ever try to do it yourself. But exactly. All the things. But he's learned. I mean, I know he's you know, he's been doing good videos for a long time and he's continually learned things. We could bundle those up. Right.  Dheeraj needs to go to bed. OK, so in terms of the so the the way the first recorded session work, it covers the first three three of the first four topics in the in the contributing to open source workshop notes. We'll probably cover another three or four, maybe five in the next session and then maybe three or four more with discussion in the third session. And then the idea is each of those chunks of a session will embed the video into that page. The page will describe how to do it and the person can watch the video to get a live demonstration of how to do it. And I'm pleased to note we had our first person, Mads Jacobson, actually offered to adopt a plug in based on having taken the steps in the workshop. Whoa, so so big win. Now, we've confirmed that and so the skeleton of the submission for Jenkins that I always on on my branch and we've confirmed that Dheeraj can also push to that branch. So so that's that's a big win as well. So what we see here is if we scan down a little bit. Where is it? We have to go. Oh, yes, here we go. So here's Dheeraj making a change and making another. And and here we are with me interspersed all on this branch. So he and I can contribute together. I had originally dreamt that we would have it ready within a few days. My time is not going to allow that. I'll feel very lucky if we get it done before the end of October. Dheeraj, are you critically dependent on this as part of your Hacktoberfest contributions or will you be OK if we if we're not able to get this finished before end of October? Oh, well, I was thinking about finishing it before October. Now I do think that it's a little bit difficult, so it's OK. OK, so you're that's not going to derail or damage your ability to complete Hacktoberfest. Oh, well, I think anyway, I'll not be able to do it due to office work, so it's totally fine. Oh, right. Of course, you've got a full time job now. That's of course, yes, that makes sense. OK, good. No problem. All right, so I'll be happy to review any PRs that could help. Well, and Meg, you are welcome to let's see, how could I? Yeah, I may I may send you a pointer to something, Meg, after I've had a little more time to to work it. I may send you a pointer and ask for a review. I'm I'm not yet ready to submit a poll request to Jenkins.io because I think I think we've got enough material in the in the contributing to open source document. That we should rather have you review their first, Meg. And I think you've actually already done that. I've done some of that. Yeah, I could do some more. Yeah, so if you get too deep into this, because I want to keep my mind focused elsewhere, but but I can have on a little bit. Well, and that's and that's I feel like Darren and I are already doing the proof of these various pieces, right? Because he and I are doing these and we refer to the document and say, OK, let's read this. And then we discuss it and between the reading and the discussing, if there's an error in the document, we'll we'll detect it. So so I'm not overly worried about that. But before I submit a poll request to Jenkins.io, I'd like to have at least 75 percent of these topics covered in the in the steps so that there's a step for each of them to say, hey, do this, and then do this and then do this. Cool. OK. So that's it for for that topic. Dheeraj, you are welcome to step away and get some rest before you have to start a new working day, even if you can only take a 30 minute nap. That may help you be functional at work today. Yeah, that's not a problem. Sure. So I want to discuss a little bit more on the topic. And I think is I after our previous meeting where you help me set up the environment on my work laptop, I ran some command to like pseudo make run. And I realized I realized that I don't have pseudo permission. So the commands were not running. Many of the commands as well. So.  What made you think you needed to do pseudo? Ah, there were some other commands. Like even the Docker command was not running. Ah, and then I would understand. So if if the user, if if you if the building user is not allowed to run Docker, then then you're you're you're locked out. Yes. Because then I started reading a blog which describes how to download Docker and that had a pseudo command. So I realized how it's a loop that I'm stuck. So I followed the same procedure that you showed me and I set up my personal laptop with everything and it runs the site. It generates the site locally. But the thing is, if I go to my aim was to get like to see the changes that you've done on the blog post so far, I'm not able to visit the proper link for that. Oh, OK, so that I can help with. Yes. So. So first step, did you have the correct branch checked out? So let's maybe maybe what we do is let's show the steps there so that you can be sure you see it. So steps mark would include it check out minus B minus T. And then it would be let's see, let's do it this way. And it might be this. It depends on what you name the upstream. So what that does is check out the correct branch first and then make run. And then when you've done that, open local host 4242. And now I've got to go find where the page is just a minute. OK, there we are. And we're just doing make run. So generating the site, local host 4242. And then in my case, because I'm I'm running this on a Linux computer, but I use Windows as my primary machine, I'll switch over here and open up that computers port 4242. And this is the generated site. Now it's developer guide and you should see it right there. So let's put this way, that one. So that URL should should get you there because here you should see this create a plug-in tutorial and adopt a plug-in tutorial. Right. So what if you go to the URL, which looks like after 4242, can you type node, then tags, then tutorial. No, OK, so you're looking at the blog. Yes, this is what I see. But now I know it's the wrong place, but I am anyway curious what this is. Good question. Yes. So undefined method to see him for. That oh, let's see what what do we get? Oh, I know what that is. That's you found a bug in the blog post. Very good. And and that's excellent. That means the blog post is not ready to be published. So well done. Because what this says.  Yeah, exactly what this says is we've got we've got an error in the definition of who's in the blog post. So let's let's go let's go see what that error is. Oops. OK, so if we look comparing ourselves to the master branch, did I spell your name wrong, for instance? No, you're or you're let's see. Let's let's do this kit. Let's look at some comparisons to see, because it may be that I've simply got an indentation mistake here in this YAML. And that's why we always can compare something that works and something that doesn't. And how about one that I wrote Jenkins 21 Jenkins and DevOps wrote. Did I write? Oh, no, wiki attack. Let's use that one. That's an infamous one. OK, so comparing the two, I don't see a lot of difference there. OK, so. Oh, oh, yes, I do see differences there. Oh, look at this.  So let's look at the differences between these two things so that we can see together what mistake I made. OK, notice that OK, title should be different tags. OK, it's good. We've got tags, except this one starts with a colon and this one doesn't. So there's a first mistake. OK, then two tags. So now if we. Refine the differences. OK, titles are different. Tags are different. But look at this. Instead of authors up at the top, I have authors singular and then list two of them. Right. So that could be a problem. Yes. Now, now let's see if that fixed the problem. So refresh. No, maybe we have to rebuild. Of course, it may also still not be enough. Good, good, good check, by the way. Thanks for finding the problem. OK, refresh. That's better. And there we are. There you are. There I am. And there is a list of steps. Yes. So now what we do is is commit the fix. Exactly. So that I'll be able to have it as well. So we should see there it is. OK, data. All right, now you should be up to see it. Sorry for the disruption there. That it makes it tough to contribute when the thing you're trying to contribute to is completely broken. Not a problem at all. So if I just want to submit a like do some changes from my side just to see whether I'm able to push or not. So what do you suggest to do on a very quickly basis? Add a tech, add a line to add a line to one of these. For instance, I stopped the list at Convert Common API Dependencies. But now if you look in this in this list after Convert Common API Dependencies, there is improved pipeline documentation. Add a link to report an issue that I just added. I think today because I were discovered. Oh, there's a better way to do things. Assign repository. Add one of those and commit it. OK, sure. I can add that. So there is a question again. So where can I find this file to edit? Yeah, so lots of them. Yeah, so the the cheater technique is to get log minus minus num stat master dot dot head. So what that says is tell me the log of tell me all the log entries that are between the master branch and where I'm working now and the num stat says and list the name of the files. So that's the cheaters way of seeing. Oh, there's the file I need to edit. Yes. Now and back to Meg's point, that's terrible to have that be so hard to read. So let's do it this way.  So from the master branch to the place where I'm working now. And then there is the filing and the benefit of this is now you can go backwards and see. Oh, and here's also this one and this one.  OK, now when you keep your master branch current with the remote master branch, that num stat thing is even more powerful because then it really only shows you your differences. Right. So did that address your question? Yes, I was able to open the file and I can edit it right now. Yes, great. Yeah, well, and and one of the tricks that Darren Pope taught me just during the session he and I were having was this one where I need to remember periodically to go into. Well, let's go here to my GitHub repository for Jenkins.io. And every so often it's just good to hit the see what's a good choice. Let's pick another branch like this one. And then there will be where is the button that says fetch from upstream? Oh, it's it's right here is typically where it will appear. And that gives you give me the changes from the current upstream. So just learn something new, watching Darren do stuff. It was a lot of fun. So it's interesting to use that click on that button whenever you can that you're always updated, right? That's that's certainly a very good practice, at least for me. It's I'm I'm accustomed to managing it all from a command line and that's a lot easier than using the command line. Right. Oh, I forgot, we've got one other topic here today. Yes, Jenkins 2.317 change log. Because we've got a release tomorrow. We have to remember to review that. But we Meg and I could do that, Dheeraj, we don't have to keep you awake for that. Sure. OK, so anything else, Dheeraj? Not nothing on this topic. I'll be sending a PR just to see if I'm able to push or not in the same time. So we can move on to the next one. All right. So next one is and I was hoping to have other participants, the person who I was hoping for did not actually arrive. And so let's discuss it briefly anyway. There is a plug in. There's a series of plug-ins called publish over publish over SSH, publish over FTP, publish over CFS, CIFS that are all based on a core technology plug-in called publish over X. And the publish over X plug-in, this one doesn't have its documentation here. And yet on the wiki, it's got pages and pages of very useful, very valuable documentation that applies to every one of those other plug-ins. And so this is a case where we really need a transition from from wiki to this to this GitHub repository. And it has seventy four thousand installs. Exactly. So it's also a very, very popular plug-in, right? So this is not some orphan plug-in. This is this is installed on roughly one fourth of all Jenkins installations. Wow. So it's it's a very, very popular plug-in. And and so, yes, we should get its documentation. What we need to do is convert this confluence page.  And now if we want to see how it looks, we can say start. What is it? Publish over five four there. OK, here we go. So this is how it actually looks. But if you look at that scroll bar, there is a lot of content here. And it's it's actually quite accurate and quite useful. So we need this in order to for it to be referenced from these three other plug-ins. So what I propose to the Hacktoberfest contributors, if they're willing, we'd love to have a submission from from them. If by end of Hacktoberfest, we don't get it, I think we need to prioritize this ourselves high. So it's basically an exercise in coding, right? Well, it's yeah, it's a it's a base. It's an exercise in converting from from this layout to ASCII doc or markdown. And I did get a commitment from let's see. So I did get a commitment from Alex Earl. He has agreed to merge. To merge a docs pull request. If we'll review it first. OK, so so that's that's a good sign because that means we want. And I think there's a chance, some chance that that merge will be enough to make it visible. On plug-ins dot Jenkins dot I.O. Where was plug-ins dot Jenkins dot I.O. I don't remember it's here to fix that. Let me say it this way, merge. Maybe enough. So just FYI for everybody. Any any questions or concerns there? No no actions for us to take. I hope this new contributor will will be willing to do it. But if not, then then we'll we'll screw I could be talked into it. I after I get the security stuff done. Yeah, and I think I think the security stuff is is more valuable for us still than than this. Right, and we've got Dan, I mean, there's a lot of security. They're getting the basic stuff done to reclaim what we've got. We'll get that done and then the security will be ongoing. But exactly when you mess with when you mess with structure, you kind of got to dig in and get it all done fast. Right, yep. And you really stuff around, but. OK, so I propose we call that topic done and go on to the next topic, the changelog review for for next Jenkins release. Is that OK with everybody? Sure. OK, so now here we go. Let's look at. Jenkins.io changelog automated changelog for 317. OK, here we go. All right, so bump the markup formatter. OK, I in general, we've been hiding these. I don't think that one is significant enough this bumping a plug in internal version. I don't think that's significant enough to justify changelog for the user. Any any objections? No, that's good. You can hide it. OK, so let's go to Jenkins core. OK, and it was pull requests, pick one. And this one and we're going to market skip changelog. Daniel Beck shrugging. Yeah, we're just going to label this skip. I don't see. I just don't see enough value in that. OK, next. So Mark, the cookie is secure when serving. Oh, this one looks good to me. OK, so this one, the screen resolution cookie. Well, or do we need to change capitalization that so screen resolution cookie has the secure flag set when Jenkins is running on HTTPS. So this is a an enhancement, an improvement to how the thing behaves. So now has. Oh, oh, now has good suggestion. OK, very good. Yes, very, very good. OK, because that sort of sounds to me. I'm sitting there so you're going to tell me what you do. You know, where's the next sentence? It sounds like a lead into something interesting. Right. OK, so got it. OK, yep. OK, good. Is there anything more he had comment? Do we never mind?  No, no, go ahead. If this done, I should say in the comments above there, I saw something said about there's nothing secure here or something. But I didn't know if there was more content in the comments that should be reflected in the changelog. Yeah, so. There's nothing. It's bad, assuming all cookies are equal. So yeah, so given that this is satisfy a scanner. And and we like to satisfy scanners, but we don't generally have to tell users we're doing this to satisfy a scanner. Oh, OK. All right. So back to. Change log. So we agree that one's OK with the revision to it. Now, this one. OK, that is. Oh, this one needs to change log entries, and this will have to be edited after the fact. Right. So what it's saying is there is the part that's a bug and then there's the part that is an enhancement. And those two need to be two different things. But we really don't have a facility to do this until after until after the release. So what's happening is let's let's look at the pull request. What's happened is there was a there's a thing called WebSocket. And in this thing called WebSocket, it allows us to connect an agent to a Jenkins Jenkins controller that is only speaking HTTP or HTTPS. It's a really elegant trick because we can do remoting over the same port that's serving HTTP pages to web browsers. But there was a problem there with Java 11 and this resolves that problem as by upgrading us to to remoting 4.11 to 4.10. Then in the process, we also had to we deprecated a particular command line option and need to document that we've upgraded to remoting. So the real the real thing is we've got a fix and that's a bug.  So so I propose we just accept this one for now. And I'll I'll do a fix on it after the release is out tomorrow. Okay, one one question. Could we make this a change long entry being that we've updated this to remoting 4.11 and this has to and then say, you know, this has two consequences. Colon one is it fixes the agent handset and second of all, it deprecates the obsolete option. Could accept that then we've got then we're mixing what they what's been classified as a bug and enhancement and we like to have the two things as separate separate entries. Okay, that sounds good. Do we care that the second one is indented differently than the first one? Well, I'll I'll have to do fixes on that as well. Okay, right. That's setting up now. No, no, it's it's a it's a good point. And I'm not sure if this will render correctly for the initial release of the changelog because I'm a customer of those things being all absolutely aligned. But I don't know how to fix that in the automatic changelog generator. We'll just fix it after the release. Okay, cool. All right, then next one is a bug fix reduce the amount of disc rights to logs tasks dot log. I don't know what. Okay, that that I'm not accustomed to files named log. Just a minute. Let's go look and see what that that says. Okay, reduce them. Oh, oh, it's the asterisk. Okay, got it. Oh, now why did that not do we need to escape it? Yeah, that's what I'm going to try to do. But the oddity there is I don't know why the converter stripped the asterisk, but it did. So good that we reviewed it. We need to we need to chase that down. Be sure in the final that that didn't that damage doesn't persist. Then next one is 5760. And this one looks good to me already. So here's what it says in the changelog. It says display ongoing build and build history regression in 2.314. And lots and lots of reports of this one. So we'll be greeted with great happiness. Okay, then fast review of all the things. Let's see, let's make the text bigger. Yeah, I'm almost tempted to include updated French translation and link to multiple poll requests to highlight that progress because there's been a lot of really good Hectoberfest work on the French translation. But but we don't do most other translations, I guess. So maybe we just leave it. Sorry, go ahead, Meg. What what Angelique always get always gets testy about the French to make her happy if we saw it was important. Yeah, and I think I think it may be worth highlighting. I think so too. Okay. That that's it. Any anything else that you're concerned about on the changelog. So I had a question about though that pull request which will be converted into separate changelog entries. So in this one, as you were suggesting, the procedure is something like this that will be waiting for the changelog to get published on the website and then we'll be editing the automated automatically generated changelog and creating the two entries because since it has been released, so bot will not be, you know, enforcing its changes again. That's why other changes will be holding. Correct. Okay, I just want to cross check that. Yeah, you said it perfectly. You understood exactly what's going to happen and why it's going to happen. That's very good. Yes, you're exactly right. Awesome. So we wait until the machinery is done and then we'll edit it by hand because we can trust that the machinery won't change it afterwards. Right, okay, got it. Thank you. Excellent, good. Anything else on changelog? Actually, I missed most of the things. So did we make sure that every entry has full stop in the end? Oh, good question. Let's check that. Very good. Okay, so this one we removed. This one has a full stop. This one we've got to edit anyway. This one has a full stop. This one has a full stop. So yes, we did. We didn't actually check, but now we have. It looks great. And the other checks we need to do. All right, all right. Then next topics are... So Meg, which of these topics would you like to take first? So we've got your summary of your discussions with Daniel on the security chapter, source structure standard, or classifying wiki pages? Let's see if sort of structure standard goes quickly. Okay, great. If it doesn't go quickly, we probably can't resolve it here. I think it's the only serious disagreement that Daniel and I have. But I guess just the question is, all I found was that one sentence per line thing. And Daniel's gone through all this stuff and we've got these long, long lines. And I, but I think I remember seeing something else, but I think it was something that Liam wrote for Cloudy stuff, where he specified that we try, you know, you try to break things by clause and keep things around any characters. Ah, so, and we've the other, the other reviewers on Jenkins.io, even skipping Daniel will advise, please give me sentence per line. Okay, so that is the standard. It is, yeah. Ugly. Well, actually, I confess it's been very helpful for me because it is an immediate detector of run on sentences. Ah, I look at, I look at, I've got, I've got a relatively wide screen. And if I ever wrap on my wide screen, I know that I'm clearly run on. And most of the time I'll think very carefully if I'm much beyond 80 or 90 characters, am I running on? Have I put three ends and several, several commas in this thing that I shouldn't have? Yeah. Joyce, you can tell the people, the people who work with line editors like VI, like the shorter one. But yes, I've been accused, somebody looked at once and said, your source code looks like haiku. And it's like, well, so. Right. Okay. So I lose that one.  Let's do the classifier and then I'll, I just copied you on the incomplete document where I'm summarizing what we're going to do for the structure. Oh, okay. We'll do that later. But I got, okay, those, we ran into, we've got a bunch of wikis referenced in this stuff. And Daniel is going through it says, well, that was never here. That's a Python thing. Do it like you do in Python and Jenkins will recognize it. We shouldn't have, we shouldn't have anything on that in Jenkins IO. Other, a couple of others said that's a really, really narrow band of users that use it. It shouldn't be in Jenkins IO.  He's not going to get, but I got the, let's, let's say that he starts going through. What is the mechanism for that? And the best idea that I had was to put a little checklist at the front of each, at the top of each file for each wiki that's in that list, where, so it would be, you know, the dispensations, it could be, you know, this is worth converting as is. This is a good topic, but the content needs to be rewritten. This doesn't belong, you know, a couple of those. That, and that somebody could go through it in the market and then have a comment and they, and put the author who did it. So we could look at it and say, Daniel Beck says this shouldn't go. And a place for a comment. So then somebody could say this was incorporated into the user guide in PR, such and such, or, you know, or whatever at, you know, comments are always handy. But would it, is there any way to do something like that easily so that then when you generate your list, you could search on that and it would knock out anything that had, you know, that somebody had marked as, don't do this, let it die. Yeah. So I think, I think if someone's willing to do that kind of a thing, if they were, for instance, to insert an ASCII.com, which is two slashes, or four slashes, if I remember, yeah, you can do two slashes for a single line. And then say, give their statement on the disposition of it, right? It's wiki.jankins.io slash jankins slash distributed builds is flawed but worth keeping. But worth rework or it might be. If they're doing that free form, there's going to be typos and you're going to have a term of working with it programmatically, aren't you? Well, but, but I'm much less concerned about the programmatic work because the most crucial thing here that we gain is understanding what to do with the thing that is a broken link today. Right. And so, so the, for me, the real benefit there is the real benefit there is that someone has looked at it and put this comment. And then when we, when we're able to address it, they can, they can then say, all right, we've addressed this by and delete the comment that says, hey, such and such as rubbish needs complete replacement, completely right. Or this topic should not be in jankin stocks. Right, exactly. Irrelevant, right? And maybe that's the better way to say it is irrelevant. And that's our way of declaring should not be in the docks at all. Well, I think there's, there are two, one is the topic, the topic is good, but the content is rubbish. Right. The other is that the topic is irrelevant. Oh, yes, very good. Topic is good. Content is flawed, but worth rework. Right. Or it might be, and I think we've already got most of the ones that fit this next category. ABC, topic is good, content is good. And there it's just copied in then. Another thing, what I can see is even if Daniel hadn't made this offer, which I know he's not going to be able to completely come through in, but in doing this, we're hitting actually this one, we've got eight or 10 links that we look at those and there might be a couple of them that I would mark and say this was incorporated into Jenkins IO with this PR. Well, see, if it's been, if it's been incorporated into Jenkins IO, then we should just delete the reference to the wiki and hyperlink to the Jenkins IO location. Okay, but then when you list out, we list out the repo that's got all these in and I look at that, how do I know that somebody's already taken care of this? Oh, you don't have to. We use, I think we should use Jenkins IO as the source of the information here to decide which things we bring in from wiki. As the first choice is, oh, bring this from the source if it's referenced on wiki.jankins.io. So now if it's not already referenced on wiki.jankins.io, then an ASCII.comment won't do because the source document is not ASCII. I'm making it clear here. So yeah, that's right. I was thinking of inserting something into those files. Oh, so you were thinking of inserting something into the HTML files. Right. Okay, so and that would also work if we're doing that, annotate the source repositories, annotate the Confluence data files with the same type of info. That would be great, but that's almost 3,000 files. Right. That's why I'm thinking, but if I look at one of them, if Daniel looks at one of them and is in there and has something to say, if we made it really simple for him to record that, it would be recorded. And if enough. Yeah, yeah, it could insert the same annotation as an HTML comment. Right. And I'm thinking about putting the boilerplate for that HTML comment into each trial with a note about if you're looking at this and you have something to say and it would be all they would really have to do is mark a checkbox and give their name. Yeah, so that I'm hesitant to do just because, well, we certainly can. It just feels like that's a recipe for lots and lots of, I'm not sure what they'll get from it because I don't, as I think about who's going to review those files, I don't think there are many of us that will review them. At least if there were a lot of people willing to review them, I would have expected there were a lot of people willing to help us migrate them. And that's not been our experience. No. So, but it's, I think it's worth asking. It would, I'm thinking it would be, it strikes me, it would be harmless if nobody uses it. And I mean, even a few of them, it might save some duplicate. If, if you look at, you know, if Jesse Glick looks at something, he can say, oh, Daniel Beck already marked this is irrelevant. Yes. I don't need to worry about it. Yeah, well, it gives us a history, especially as people as the staffing changes, etc, etc. But I don't know if it's. Then isn't it that we, we probably don't even want it as a classification comment. In that case, we probably want it because right now those, that confidence data is, is for me largely unusable because it's rendered as raw HTML. Right. I'm not seeing those files as their actual content. I'm seeing this HTML markup that I just really struggle to read. Yeah. What I would want is, go ahead. Yeah, I want Mark Downer, ASCII doc or. Well, render it as HTML and show me, show me a way that I can see it. Right. I'd like to see something closer to here. Let's take this file as our example. No, let's take one that I care that matters to me. So let's pick here we go. Ace editor plugin. Yeah, this is a good one. All right. So if we take that file name and in this start, this is how it actually looks. Right. I think if we wanted a comment here that somebody had visited this, it should probably be visible in this view of the file, not just in the peer HTML. So rather than a comment, it would actually be some, you know, a heading down at the bottom that says classified by so and so, or not yet, not yet reviewed. I agree. Yeah. So how did we, because let's okay, let's say that one of these, the information is good. It's a good topic. And I say, you know, I was linking to it here, but I'll just move it over to Jenkins IO. To me, it looks easy to take the rendered and copy and paste the text and just put the ASCII doc stuff in. I agree. For me right now, that's, now there is, there is the wiki exporter. So there's the Jenkins wiki exporter here, which may be able to help us because I think it has, whoops, I think it has a facility to take general, a general purpose webpage to do wiki export. Let me see though. Okay. This is export Jenkins Confluence wiki URL. Don't know if that, I don't know if this thing works anymore or not. So this, I would suspect it won't like me giving it this file. No, yeah, it doesn't. So it's, it's got sanity checks in it. So we don't have anything that will do the markdown conversion for us right now. But I think if we ask nicely, we could probably persuade Gavin Mogan to help us with that if we need it. If we get lots of requests for the short term, for me, it's easiest just to read this HTML and paste it into ASCII doc. Yeah. Okay. So did that, did that address your question there, Meg? Still don't know exactly, I still don't know exactly what we do with one of these. Whether, you know, just, you know, if, if we look like last night, Daniel and I are looking at it and I would have loved to somehow or rather quickly mark the file that Daniel had looked at this and said such and such. But that may not be useful. That may just be me. Well, but I think, I think it's certainly that could be done, that can be done. If we can get a reasonable way of getting these pages into a an HTML site like GitHub pages, then we could possibly just have a hyperlink at the bottom that says edit this page and you click edit this page and it drops you into the GitHub editor and you put a comment at the bottom of the file. That would work. Hey, we reviewed this and it could be as simple as plain text because plain text renders just fine in HTML. That would work. And then maybe you don't need this, would this put you in a position where eventually you could have your list of wiki pages that still needed work that would get to be a smaller size? Right. Good. Yep. So Meg, I'm going to pause for just a moment. We're almost out of time and Dheeraj said he had one more topic. So we're about one minute from end here and Dheeraj, what was your topic? Yes. Thanks. So I noticed that even after having Hacktoberfest label on the PR, it's not still being counted and then I went to the page and read the rules and I think it says that if the project is not participating and you want your PR to be counted, you need to have the label called Hacktoberfest-accepted, I think. Even when it's merged? Yes. Oh, okay. All right. Well, so then we better get that noted. Thank you. Thanks for the pointer. Thanks. So should I message on the PR to the container that came in? Yes, please. Hey, apparently in order for it to be counted, it needs the Hacktoberfest-accepted label. Sure, I'll do that. That's it. Thanks. Yeah, thank you. And they could also, they can either assign Hacktoberfest as a topic. To their plugin repository, right? Right. Or they can label as Hacktoberfest-accepted. Yeah. So could you double check with Rajan Singh to be sure that his pull request was accepted, the change was merged, et cetera. You just want to be sure that it was correctly credited to him for Hacktoberfest. That's a good idea. I'll check with them today and we'll comment accordingly. Thank you. All right. Thanks. Anything else before I go get some sleep? And before Dira should get some sleep and probably won't. Yes. Yes, that's good. Yeah, just that Daniel and I are at peace. Yeah. And I just copied you that the Google Doc is not complete and it's not being written really for public consumption. It's kind of high level to keep us online. But if you want to see what we're up to. Okay. And that's that's the security chapter organization discussion. Right. Excellent. Thanks, Meg, so much. Any input? Very welcome. Well, thank you. Thank you a bunch for doing that. Deeply, deeply appreciated. Oh, it's been bugging me for forever. So I'm glad I've got a chance to do it. So. Oh, thank you. And I love, I love working with, you know, we had this little thing. We should talk. And so I'd kind of written to him. I said, well, I can do it any morning this week, your time. And, you know, about 1130 last night, I was fixing dinner and again, you want to do it now? So I turned off the stove and we did it. So all right. But on the PRs, there was kind of this give and take this. It wasn't meshing and but as soon as we started talking, we both were pretty much have the same mindset. So it was pretty easy to put it together. So very good. All right. Thank you very much. So I will we're going to end the session and I'll post the recording eventually. Thanks all. Okay. Thanks everyone. Thank you so much. Bye. Bye. Bye. Bye. I knew how to drive this end button. It's just determined.