Look at the final results of this wash and go. Yes. I achieved this using a wet line extreme gel and I see Fantasia Now y'all I know I'm not a big fan of wash and goes being a poor C4B chick But I do like the definition. I got involved your Amazon dick So this is a totally different video totally different concept for me I'm going to be styling this wash and go keyword styling. This is not a tutorial in Reverse so all of the clips coming up will be shown in reverse as you can see here This is the final results of the wash and go and I am applying a headscarf. So let's get into this Well, I used a blow dryer to kind of stretch out my hair my hair was actually still wet in certain parts in the middle I tend to not get a Great wash and go until the third or fourth day. This is the third day, but it was still wet It was still wet. So yeah using the blow dryer adding some tension I did have a little bit of flakes because I used two different gels, which you'll see here towards the end I didn't do that on Purpose I ran out of the IC Fantasia gel and then I went under I believe it was on the top with the wet line extreme gel, okay Well, I do use goody stretchy bands to do pineapple little bitty mini pineapples all over my hair So this is the day before I do apologize for the coloring because I am in my bathroom. Yeah, my hair soaking wet still So I did use a dryer I use dryer often on you guys for the first three days because just due to the density of my hair I want to ensure that it's completely dry. There's no way I have never had a Never allowed my hair to air dry before wash and go completely. It just would take too long So again using the blow dryer to kind of speed up the drying process So this is the day of the wash and go showing you what I use again extreme wet line gel I see Fantasia and also Jane Carter's curl cocktail curl to curls to go So yeah, this is what my hair looks like again after I had let it blow dry some And I'm gonna shake my curls to loosen up the curl pattern and you're gonna see me use a blow dryer off and on Looks so weird yet interesting So I can't just loosen up my curl pattern and this is me getting immediately out of the shower I do my wash and goes in the shower. Just it gets too messy outside and Using the blow dryer and yeah, this is what it looks like when I first applied all of the products So thank you guys so much for watching. I think it was always to all my subscribers. Take care. Bye


Hi and welcome to the session. I am Deepika here. Let's discuss the question. Find the nature of the roots of the following quadratic equation. If the real roots exist, find them. Equation is 2x square minus 6x plus 3 is equal to 0. We know that the roots of the quadratic equation Ax square plus Bx plus c is equal to 0 are given by x is equal to minus B plus minus under root of B square minus 4ac upon 2a. If B square minus 4ac is greater than 0, then we have two distinct real roots. If discriminant that is B square minus 4ac is equal to 0, we get two equal real roots and row real roots exist if B square minus 4ac is less than 0. So let's start the solution. Our given equation is 2x square minus 6x plus 3 is equal to 0. Compare the above quadratic equation with Ax square plus Bx plus c is equal to 0. We get A is equal to 2, B is equal to minus 6 and c is equal to 3. Let's find out the discriminant. Now therefore B square minus 4ac is equal to minus 6 whole square minus 4 into 2 into 3. This is equal to 36 minus 24 which is equal to 12. Because B square minus 4ac which is equal to 12 is greater than 0, therefore the above quadratic equation has distinct roots real roots. At alpha and v term are the roots of the given quadratic equation. Therefore alpha is equal to minus B plus B square minus 4ac upon 2a and beta is equal to minus B minus under root of B square minus 4ac upon 2a. Therefore alpha is equal to minus of minus 6 plus under root of 12 upon 2a 2 into 2 and beta is equal to minus of minus 6 minus under root of 12 upon 2 into 2. Therefore alpha is equal to 6 plus 2 root 3 upon 4 and beta is equal to 6 minus 2 root 3 upon 4. Again alpha is equal to 2 3 plus root 3 upon 4 and beta is equal to twice 3 minus root 3 upon 4. Again we can rewrite this as that is on cancellation we get alpha is equal to 3 plus root 3 upon 2 and beta is equal to 3 minus root 3 upon 2. Hence distinct real roots exist. Roots exist for the above quadratic equation and they are 3 plus minus root 3 upon 2. This is our answer. I hope you have understood the question. Bye and take care.


This episode of the Hawaii Smooth Jazz Connection, I am your host, Wendell and Harris. As you know, I'd like to showcase our local artist here in Hawaii and today is one of those days. My guest today resides on the Big Island and began playing music at the age of 14. He studied with legendary saxophonist, Bill Green, and has played in numerous bands in and around LA. He attended the University of California at Los Angeles and began his professional career working with many big names in the music industry, including Ray Charles, Donna Summer, Bob Marley and the Whalers, Michael Jackson, Diana Ross, Bonnie Ray, and legendary jazz musician, Forest Henderson. This is just to name a few. Let's find out more about this artist and welcome Mr. Jeff Gape to the show. Aloha Jeff, how are you? I'm great. Aloha Gwen. How are you doing? I'm well. Thank you so much for being on the show as you, I love to showcase our local artists because I don't think you guys get what you deserve, you know, for people to know. So you tell us, how did you get into playing music? Oh, interesting story. I won't go too far into this, but you know when you're in second, third grade and you take a music aptitude test and I failed and I wanted to play so badly. So I never played. My brother picked up the clarinet and oh, probably when I was 12, and I just picked it up and started playing it, no lessons and kind of surpassed him at that point a little bit. Decided I wanted to play saxophone. So at 14, I got a saxophone and took private lessons, didn't go into the school band initially because I was just learning. And then a year later, I got into the school band and went forward to that a couple years there and then I was out by school. That got me going. Yeah. That got me going. From there, bought a one-way ticket to LA. I lived in upstate New York two weeks after I graduated from high school, $100 in my pocket that was given to me by a friend, by the way. And my horn and a suitcase had a friend in LA and I said I'm coming and I showed up at the airport. I'd never been to LA before, showed up at the airport. I was still 17, wasn't quite 18 at that point. And just got into the scene kind of, you know, tried to hang around the right people, stay out of trouble, which I managed to do. Which you managed to do? Wow.  Right. I did. And you know, when you're that age, you're fearless and I was fearless. I do remember sitting in Chicago at O'Hare and the airplane and going, what have I done? Okay. All right. Yeah. This is cool. Wow. Now you played, you were in LA, of course, and you played with some of the biggest names in industry and, you know, I named some of them, Donna Summer, Bob Marley. I was a happenstance at the Roxy in Hollywood and, you know, these gigs all come about not because anybody knows who you are, but it's all due to networking. So when you network, my goal was to study with the best players that I could, okay? And so to kind of back up a little bit, I joined the Musicians Union, local 47 Hollywood. And now I got a book and I got a lot of names and a lot of these names in this book, in that time, they had their home address, they had their home phone number. So the first guy I called literally was Ronnie Laws. Okay. Yes. I called Ronnie Laws at his house, his wife answered, and because I had just seen him at the lighthouse in Redondo Beach, I thought, I need to, I need to talk to this guy. Remember, I just turned 18 at this point. So I didn't know anything. He was so nice to me, absolutely so nice to me. I interrupted his dinner. But from there, basically what happened was is I, I was, he referred me to a couple other guys that were teaching. One was John Clemmer. And I thought, oh, okay, I didn't know who these guys were. So I looked, you know, looked him up as much as you can back then. There was no internet, of course. And listen to the local jazz station and I found him on there and studied a little bit with him and moved on to another teacher in between gigs. And so what happens is, is you network and when you're working, when you're studying with someone, if you're good enough, they'll use you as a sub. And so that was my goal is to become a sub. And so I became a sub. And when my instructors couldn't do the gig, they would call me. And so pretty soon you get to know these people and the object was to get in everybody's book. You wanted to be a guy that showed up on time, a guy that did it in first take if you could. Everything that you could possibly do to keep the job and to get the next one. And so that was my goal, really. And so it just kind of springboarded from there. You know, I talked to some guys. I remember talking to Al Garth, who used to play with Kenny Loggins and Jim Messina. I remember calling him up and saying, you know, I was thinking of going out on the road with those guys. And he goes, don't do it, don't do it. They're ready for a breakup right now. The print, I'm going to like this if they hear it. But he strongly recommended that I don't go. I had a few of those too. But in those days, you know, you take everything that you could possibly do. And that's basically how it worked. You know, the Ray Charles thing was I was living in Colorado. I moved out there for a short period of time, had a house out there, called up a friend of mine. He said, yeah, Ray's auditioning on Sunday. Get here. So that's how these gigs come about. So even with Michael Jackson and Miss Diana Ross, two of them. Right. That particular thing was a special she was doing. But again, I was with local 47 and they use union musicians. So we are union musicians. And if you look at that special, sometimes you can see me had much more hair. I think I'm going to go back and look for it now. But it was a special on CBS called Diana. Anyway, this was like in 1981, OK, just before Michael was really getting rolling, of course.  And so I encourage all the young people, you know, even though we don't get in people's books these days, it's social networking now. Yes, you want to to get involved that way with as many players as possible. Yes. Well, how did you go ahead? No, no, no, go ahead. Yeah. How did you how did what brought you to Hawaii?  Our parents have long passed away and taking care of them. We looked at each other and said, now what? And we said, let's just sell everything and move to the Big Island. And most people thought we were crazy. I like to tell people, actually, I tell everybody this, I didn't move to the Big Island to start a career. I came here to end one, actually. But once I moved here, I started had all this time. I was basically retired at all this time. And I was composing and writing. And I thought, well, I need to put together a studio here. So I started putting together a studio and writing and composing. And that my 2008 release, Paradise Park, that that was basically the result of that. And so at that point, it was like, well, people might want to hear this. So I started playing locally. And and then I got a lot of attention in Europe, actually. They seem to like the UK really seems to enjoy my tune. So I'm very pleased with that. They've given me a lot of publicity that way. And that's basically how, you know, it just kind of morphed into this into that. And every time I do a project, I say it's going to be the last one. The last one I did was what, six years ago. And, you know, with this COVID thing going on and no live music, there was nothing else to do but sit in the studio and write lousy tune after lousy tune until you find something that you like. I think any composer out there could could relate to that. Now, what is your favorite genre of music to play? What is your favorite? Oh, favorite. I like I like everything from chamber music up to smooth jazz, straight ahead. I'm more geared, though, to what I compose these days. So it's it's smooth, but it's not. I don't know if I fit really into a specific genre because I would say 15 years ago, I decided that whatever I was going to do was going to be original. So if I'm going to play out, it's going to be my tunes. And if nobody likes them and nobody wants to hear them, I won't play out anymore. That was where I was at. So everything I do now when I go out is my original material. And I have to say here on the Big Island, I've just had a wonderful, wonderful response.  There really is nothing better than that. Yes, well, hopefully, once all this COVID and stuff is done, we can get you over here to Oahu. I would love it. Yeah. We need we need you over here in Oahu. There's a lot of guys over there that are waiting to go to work, too. You know, yes. Yes. Yeah, there's some great players over there. Yes, they are. Now, you talked about what exactly have you been doing during this COVID besides writing besides writing music? What else have you been doing? Sure. Well, I do have a day job. OK, and I work for the county of Hawaii and I work with the Kupuna through parks and recreation. And so we assist them with information and assistance and transportation to and from doctors, appointments, basically anything that someone who's a shut in primarily essential, we will will help. You know, if somebody needs some assistance with their health insurance, we'll assist them with that if they need, if they're hungry, we'll assist them with the local food basket program over here. So we're basically community service workers. So we're in the community, whatever need they have, we try to fill that need. If not, we will refer them. Oh, OK, all right. Well, we have to go on a quick break. But we'll be right back. Aloha and welcome back to the Hawaii smooth jazz connection where we are speaking with Mr. Jeff Gay over on the Big Island. Jeff, now tell me, we talked about your career, what, you know, how you got into music and we talked about your career. But tell me, who would you. Anybody that's dead or alive, who would you like to collaborate with? Oh, on a project? That's a very interesting question. I've always really admired Keiko Matsui. Really love her composing. And she's really the total package. I really, really do. There's so many, many great players out there. It's really hard to nail it down. I've worked with so many different generations of players. It's really tough, but she's someone I've always admired. Boney James, great player, ran into some physical issues, almost stopped playing and is back with a vengeance. So, you know, wonderful to see that. Wow, well, you know, speaking into fruition, it might happen one day. You never know. You never know. You never know. You never know. You never know. Now, let's talk about your albums, okay? So in 2005, you did trade secrets. 2008, you did Paradise Park. 2011, you did Shoe Strings, which is my favorite album. And that album received in 2011, a Nahuku Hano Hano Award nomination. But in 2012, it won the Big Island Music Award. Your latest album is Portrait. So tell us about that. Portrait, basically, you know, each album is different. It's a collaboration. It's basically a collaboration of where I'm at at that point in my life. And that's how they come about. I never really know what's going to happen. I don't write for any specific person, any specific genre. It's just, this is what's happening. And that's how all the albums actually have come out. Wow. Well, will you play for us today? Will you play for us now? Sure, I'd be happy to. Yes. Yeah. Yeah. So I think what I'll do is I will play something new. Okay. New that's not already released yet. So this will be out on my next album. And this too is titled Catnip. Okay. Thank you so much. Yeah. Okay. Muster point. You know, I'm just with, you said that's going to be on your new album. Right. Coming up. And it's, and it's called catnip. So I'm going to be looking for that one. So I can play it on my radio show. But what other projects, if any, do you have coming up or any, I know it's kind of hard with the COVID and everything to do performances and shows. But I know a lot of entertainers and performers are like booked into 2021. Right. Do you have anything coming up on the big island or anywhere? Locally here. Yes. We're just waiting. Once again, we're just waiting until things open up. Some of the clubs have opened up, but they're not, they've got singles right now, you know, just someone ukulele, that sort of thing, guitar and vocal. Right now the bands are not happening. So we're in a holding pattern. Just like we are over here on Oahu. So one thing that I want to ask is, what advice would you give a new artist coming into the industry? Ah, new artist. Well, like we had talked before, social networking is really a key because you can reach worldwide. You can be some guy sitting in a studio at home. Here we are.  And then of course the US mainland, that sort of thing. And that's basically how I found you. And so I recommend, you know, use your social media. If you're an up and coming player, find, find a teacher.  And I do recommend that for anybody upcoming, the people that you hang out with, they always want to be better players than yourself. That's how you get better. So that's basically what I recommend. Just networking, get your tunes out there, and always be ready to go. Whether you're playing, you're playing a little gig at the Elks Club, or you've got Carnegie Hall coming up. It's the same gig. And always be prepared. That was always my motto. Now, where can people go to look you up to find out, you have a website, you want to give them your website, where they can find you? Certainly, yeah. It's Jeff Gaith.com. So www.jeffgeeth.com. And they can find out anything else that they'd be interested in. The samples of all my albums on there, and they can make purchases that they like. We're on Pandora and Spotify, and all of the streaming services. So you can find me out there. Yes, you can. Because I found. Yes, you can. Well, I thank you so much for agreeing, you know, to do the interview. I am just so happy to interview again, our local artists, because not too many people know, you know, know about you.  So kind of you. And thank you for giving Big Island a voice. Oh, yes. Most definitely. Most definitely. Again, thank you so much for being on the Hawaii smooth jazz connection. And I will definitely be in touch with you. Most definitely. Most definitely. Aloha. Thank you. Aloha to my viewers. Thank you for tuning in. And until next time. Aloha. Thank God.


Hi, I'm Phil Fox Rose, and I'm the editor of Pericleak Press. I'm an Enneagram 9, the peacemaker. I've devoted much of my spiritual life to seeking and promoting two things, serenity and groundedness and contemplative Christian practice and recovery work, and being awake, present to the reality in front of me. My wing one is the dreamer. I believe grace-filled transformation is possible that things bend toward justice. People in cultures can step back from the brink, change course and do the right thing. I've seen it over and over. I want to help people so that when they see truth and are convicted by it, they're grounded enough to not retreat in fear.


So, thanks for having me back Seattle. My name is Scott Nassau and I'm excited to talk to you about our experiences within the Microsoft Enterprise. The past few months have reinforced the importance of a learning organization and growth mindset in our journey. So, this talk has changed a little bit from how it was originally intended. So, we're going to focus on growth mindset, learning organization while honoring the experience of individual contributors. One of the things that we asked our engineers is, tell us about the journey that you've been on for the last couple of years. By far, my favorite submission, it's really like that vacation your mom planned to take you and a couple of friends to the amusement park, a short five hour drive away on the hottest August day of the summer. That's the trip you learned that one of your neighbor friends is really weird. Someone ate too much junk food and is inevitably going to throw up in the car and everybody else is going to throw up too.  But you're glad you didn't miss the opportunity to hit the park and now you know how weird your neighbor is. And as long as you have that car, you will know where to look to see those stains that remind you of the trip. All of us have challenges within our organization. A typical organization probably has normal rational hesitation to change. You probably have functional silo problems or organizational alignment. And then just typical challenges of lean agile DevOps. The Microsoft organization has a few other challenges. So Microsoft has changed quite a bit over the last few years under Satya's leadership. Exhibit A, PowerShell, Azure, et cetera, but the residue that remains in your organization is probably due to monolithic tools, a culture of screenshots, and clicking next. Also closed-sourced, undocumented APIs and other friction. Reliance on vendors for direction, road mapping, and training. And then finally, silos that have been encouraged themselves by Microsoft. Some organizations choose to buy more of their capabilities versus build them. And you're going to have other challenges such as limited engineering tradition. If you're buying commercial off-the-shelf applications, they largely are not documented. They're black box applications and there's no how to manual for how to automate those. So at Columbia, we have all of these challenges. But the core challenge in my mind is how do you do DevOps if you don't have a learning organization and if you don't have a commitment to learning? So we're going to look at this a little bit. A learning organization is an organization skilled at creating, acquiring, and transferring knowledge and it modifying its behavior to reflect new knowledge and insights. So if you want to do the DevOps and you don't have a learning organization, what do you do? Maybe it's enough just to tell everybody, hey, go have a growth mindset. I think that's a bit short-sighted. So as I mentioned at the beginning of the talk, we asked the engineers at Columbia Five primary questions, describe the journey that you've been on, what's been your favorite and least favorite aspect of the journey? What advice would you tell 2015 yourself about this journey that you're about to go on? And what are you most anticipating over the next couple of years? It's been rewarding, bumpy, and lots of self-doubt. I definitely felt like an imposter. So throughout the submissions, you see a lot of imposter syndrome. It's a real thing, especially in a Microsoft-centric enterprise. Eventually, I felt like I could grow and contribute. The team is growing quite a bit and can regress the old ideas and mindsets. I learned quite a bit about dealing with folks I don't agree with. So as you start to work differently in your organization, more cross-functionally, as you start to flatten silos, et cetera, you're going to have more disagreements. They could be personality-based. They could be philosophy-based. They could just be style-based. So the bottom line, getting good at being able to respectfully disagree is important. It's been hard to ramp up due to the slew of tools, behaviors, and new ways of thinking. In the open-source and Linux worlds, we take it for granted, loosely-coupled tool sets. The Microsoft world, monolithic, all-you-can-eat, one-size-fits-all tools that do everything. So weaning ourselves off of that thing onto this other thing has been very difficult and that's what this comment is alluding to. It's been your favorite aspect of the journey. I've enjoyed expanding my sphere of responsibilities and interests by breaking down IT silos. The variety and level of activity within the team has been rejuvenating. I enjoy being on the leading edge of enterprise IT. DevOps is certainly not new for Unicorns, but it's still in the beginning stages in the Microsoft-centric enterprise. The encouragement to experiment or fail without the possibility of punishment, especially with chat ops. And then one of my favorites here, it's been about people, teammates, mentorship, learning to ask for help, and developing confidence. So imagine if you have that imposter syndrome and you don't feel like you really belong. Pretty hard to ask for help, right? So let's honor some reality here. Let's talk about some of the least favorite aspects of the journey. Constant change. All the experiments. Not enough time to go deep. Imposter syndrome again. Feeling lost, helpless. Discomfort due to the width and breadth of the areas. Lack of prioritization across projects. Maintenance and support. So we've layered on new behaviors, new attitudes, new practices, new tool sets. We also have all the same stuff that we had before. So that becomes a very difficult minefield for your engineers to navigate. What advice would you give your 2015 self about the journey you're about to go on? This is by the same person that did our opening quote, by the way. Over the next two years, you're going to have to disappoint someone. It could be your manager, it could be the business, it could be your teammates, it could be your family, it could even be yourself. You're already at 100% and changing the way you work will seem like adding another 30% of work. Choose wisely who you disappoint and remember that you're not in this transformation alone. Spend some time assisting the business units you support to be more self-sufficient. Give them the tools and rights to help themselves so that you can focus on the true elements of infrastructure. The near future and speed of infrastructure isn't going to allow itself to be built and maintained by Microsoft wizards. Those wizards that simplify the process and guide you through the whole procedure in terms of how to implement something. Even Microsoft is changing its tool sets in response to the reinvention of IT infrastructure. And if you have any doubts, review what the sessions are and Microsoft ignite these days. Don't be overwhelmed by DevOps nirvana. Try to stay focused on incremental improvements. Each improvement is like a savings deposit that will compound over time. That's a pretty powerful idea. When we start to think about small changes, they start to accumulate and they snowball and they add up to bigger capabilities. Prepare for a lot of change. Be willing to embrace the change. Reflect on why you do things. Is it still valid? Was it ever valid? One of my favorite stories over our last two years, two engineers have sat together for lots of years. They couldn't believe that each one had been building servers differently all these years. And it wasn't until we really started to dissect what we're doing and trying to automate that they say, you do it like that? Well, I do it like this other thing. So not having uniformity, not having standardization. Your existing skills will become obsolete and your expertise is at risk. Find new ways to get started on those new ideas. What are you most eagerly anticipating over the next couple of years? Public Cloud, Chef, and Automation. This is a pretty significant departure from where the team started two years ago. We were afraid of all things public cloud. We were afraid of automation. We were afraid that automation was going to take our jobs away, right? So radically different mindset in the team over the last couple of years. As we talk to the various engineers, we ask them three other questions. Tell us about your career progression. Tell us about your educational background and tell us about any vendor certifications you have. So the observation from all those questions, many veteran IT pros, so those are your Windows admins, started their career in help desk. They advanced to the ranks and they likely bypass college. Certainly not the only pattern you'll find in your organization, but it's definitely something you need to kind of think about in terms of structuring activities and your transformational journey. So let's come back to the question. You want to do the DevOps and you don't have a learning organization. What do you do? Years ago, I was a camp counselor. During my end of summer briefing with the camp director, he said, there's something I want you to work on over the year. I said, what's that? He said, I want you to be more mindful of your learning opportunities that you're working with with kids. I'm like, okay, I get that. He said, no, really, I want you to really embrace that. And then he gave me an example. He said, when you're on the archery range and you're teaching the kid to address the target and breathe and everything else. He said, do you know what you're really teaching? I said, what's that? He said, you're teaching that kid to self-regulate. Emotions, behaviors, body. You're teaching them something that is transferable outside of the realm of archery. I said, okay. He gave me another example. And he said, when you're pitching in baseball or whatever, you want to put the ball where the bat's going to be. You want the kid to taste success. You want to give them a desire to do more. So the question for all of us, are we putting the ball where the bat's going to be?  This is Carol Dweck. She's done a lot of research on growth mindset. One of her observations is, if you use the term failing grade for young children in elementary school, they will typically disengage and they'll give up and they won't work through the difficulty. By changing failing grade to you're not yet meeting the standard, you're actually encouraging more resilience, you're encouraging the child to dig in more. So let's not waste any more lives. Because once we know the abilities are capable of growth, it becomes a basic human right for children, all children, to live in places that create that growth, to live in places filled with yet. Still not working. So let's hack this a little bit. What if we were to replace lives with careers? Children with people in places with workplaces. Let's try it out. Let's not waste any more careers. Because once we know the abilities are capable of growth, it becomes a basic human right for people, all people, to live in workplaces that create that growth. To live in workplaces filled with yet. Do you use yet in your organization? Or do you tell an engineer they're not meeting the standard? So let's advance the hypothesis. DevOps practices can be used to teach Microsoft enterprises to become a learning organization. So we started to talk with the idea that you need a learning organization to have a successful DevOps transformation. So what I'm suggesting is we'll use DevOps to teach a learning organization. Once we have the learning organization, we'll reinforce the transformation and continue the momentum. Circa 2014, this was what the landscape looked like at Columbia. On the one hand, very strong background in virtualization, storage, low turnover in the team, strong operational background, and good relationships between the teams. We have this habit of having primary engineers for all of our capability services and technologies. And while that's good, one of the side effects of that is that the rest of the team didn't feel empowered to work outside of their assigned areas of technology. Actually made us less resilient and less robust in terms of having engineers being able to cover different areas. So as a new manager to the team, I said hey, how about we take the alternates and they own the technologies and the primaries become the alternates? Everybody thought I'd lost my mind, so we didn't do it. And talking to other practitioners and other companies, one of the things that struck me is they would typically have multiple organizations. One organization would install the special DevOps tool, another organization would take it away. Yet another organization would put something else on there. We had a unique opportunity at Columbia that we had a centralized engineering team, and we didn't have to work through some of that pain that you'll see at other companies. So here's a public service announcement. Your mindset as a leader matters. The role of the leader in a learning organization is that of a designer, teacher, and steward who can build shared vision and challenge mental models. The leader is responsible for learning. So here's some questions to reflect on. Do you believe in your team? Do you have the humility to let your teams see you stretch outside of your comfort zone, to fail, to grow? Are you setting the standard that you want them to attain? Are you prepared to lead by example? Who's read the book, The Goal? Okay, awesome. Do we remember Herbie? So Herbie was the slowest member of the pack. So what do we do with Herbie? We put Herbie at the beginning of the line. And the reason for that is you want your bottleneck to set the tempo of the organization. So as you design your activities and your transformation, there is an opportunity to set your learning activities based on your Herbie and your organization, right? You don't wanna leave people behind. You don't want to exacerbate the imposter syndrome. You don't want people to feel lost or confused. I'm a former Army officer. So I have exceptionally high standards for leaders, both myself and the ones around me. I'm gonna share with you the be no do model that we had in the Army, just as relevant to DevOps as it is to the Army. So be, be a servant leader, an adaptive learner and a creative thinker. Know yourself and seek improvement. Know your people and help them to achieve their potential. Know the doctrine and know when to be constrained by it. So Jean was talking at length earlier about DevOps leaders that were really flying beyond their air cover. That's what that's really talking about. Know your profession, contribute to it and develop with it. Do the right things right. Do provide a clear and actionable vision. Do make timely decisions and do maintain balance and moderation. So I continue to reflect on these all these years later after my time in the Army. The DevOps Enterprise Forum wrote this white paper last year and it collected a whole bunch of tactics for change that you could try in your organization. Many of these showed up in our own journey at Columbia. So making a compelling case for change. If you're a Simon Sinek fan, as am I, this is begin with why. Why are you doing this journey? Why now? Why does it matter? DevOps information sessions, making the work visible. So in our case, we use TFS Kanban, Experiments, Gimbal Walks, so the idea of a Gimbal Walk is go observe how the work is actually getting done. Later on, we added whip limits and blameless retrospectives. Sorry about that. In terms of our own learning organization progression, 2015 was really the cognitive phase. Exposing new ideas, expanding knowledge and beginning to think differently. In 2016, we're starting to internalize those new insights and altering behavior. And in 2017, performance improvement, that's where changes in behavior are leading to measurable improvements and results. 2015 was really the start of our journey and it started with this idea. We want to go from zero artifacts inversion control, zero history in terms of using version control to 250. Doesn't sound like a lot, but I can tell you that everybody was pretty nervous about that. Also, we use Jeffrey Snover as our expert witness to tell the engineers, hey, you know what, DevOps is a real thing. It's something you really need to care about as a Windows engineer. Q2, we started to reach out to other practitioners such as Nordstrom and do reference calls and we started to investigate automation with PowerShell and VMware vCloud automation. Q3, we had a ton of difficulties in stabilizing tools, automation, et cetera. We're way in over our skis. This was the height of frustration for the engineers. And I would tell you that most of the team probably wanted to throw in the towel and say, yep, I'm good, I've had enough. But we persevered. So by Q4, incidents, other opportunities that would come, we were really trying to automate first. It was the automate first idea such as our ransomware remediation. By the end of Q4, we're at 100 plus Greenfield servers and our Chef implementation and instead of 250 artifacts in version control, we had 500, right? So once we got started, it's the idea of compound interest. You start making small changes, it starts to snowball. 2016, started to experiment with Slack, more VMware DevOps investigation. By Q2, we had a problem. We had all this PowerShell scripting that we had accumulated. That's awesome. We didn't really have a way to expose that and have other parts of the organization to consume it. Can't just send a PowerShell script to someone and say, hey, run this, especially if they haven't had the tradition background or training to really use that. We also had a data center migration from a private data center to a co-location. So we largely did that with automation. Automation to run through the VMs and actually move them. Automation to let the application owners know that their VM is being moved and then automation to do smoke tests and regression tests after they were removed to the other side. Q3, we were exposed to some new ideas at velocity conference, chat ops and rotations. A number of us were reading team of teams by General McChrystal. We had moved from Visual Studio TFS to GitLab for a source code management, also using GitLab CICD. And chat ops became a real thing in our organization. So Chef, Hubot, Slack, and GitLab. We're huge chat ops nerds, by the way. Q4, we're at 500 servers now in our Chef implementation and we're actively leveraging Chef Automate. Chat ops, more than 150 scripts. We're also using the Etsy day one idea so we bring in a new hire and on the first day we're expecting them to commit to our production chat ops environment. It's a little bit aspirational. It's a little bit hard sometimes, but it keeps us honest to make sure we have as few dependencies as required. That way, again, it's to put the ball where the bat's gonna be. You want your new hires to experience an immediate taste of success in your environment. Oh, we also identified a number of sources of friction that we'd never known that were there before, but because we're starting to work differently, starting to work more in pipelines, automated, et cetera. Friction around prioritization, friction around principles and practices. So again, having these opportunities to kind of work across organizations and trying to figure this out. 2017, this is part of our tool set really predicated upon Chef, GitLab, Hubot, PowerShell, and Slack. You can see all the rest there. So I would say that we've kind of departed from typical Microsoft enterprises and we're actually using a lot more of the open source or loosely coupled tools in our tool chain. We've done a lot with pods and in our context, a pod is a team of four to five engineers. It's a good balance of tenure at Columbia as well as experience in the industry. Really a representation of different skillsets. So a little bit of storage, maybe a little bit of server engineering, databases, collaboration, orchestration, et cetera. The idea is that that pod can actually be assigned to a variety of different things such as a continuous improvement project, an infrastructure project, or even taking a week of on-call rotation. So the benefit is we've been able to really ramp up our cross training. If you remember, I talked about having a fragile organization where only the primaries would do things, this has really enabled us to break through that idea. We recently had a team builder at Topgolf. Topgolf is one of these places that you hit the balls and you have to hit them in the targets and you get prizes and points and all this other stuff. But we had a team builder and we were in the middle of a massive storage migration from two old arrays to a new array. This engineer didn't wanna miss the team builder so he was like, hey, I will write the tooling and telemetry to be able to manage the storage migrations from anywhere. So we put that into our chat ops environment and sure enough, at the team builder, we're all hitting the scripts in our Slack environment to kind of see what the status of the moves were. Great thing about chat ops in our environment, we've really reached a point where whenever we have an incident or an opportunity or request, work request, et cetera, engineers are like, hey, we should create a script for that. So we really turn the corner. It's not should we automate, it's how should we automate or what are the things that we're really trying to achieve in our automation. We also had to put some Slack rules and engagement in because we already had a number of collaboration technologies such as Skype for Business. So this has made a lot of people uncomfortable so we're working through that. And in terms of our portfolio, virtually everything that we have, we have a footprint in our Slack environment now. So it spans from Azure to Netscape, or load balancer, SharePoint, Teradata, Commvault, EMC, VMware. If we have it, we're putting into Slack because it's a single pane of glass to be able to work through permissions, work through other friction you may have in your organization. And increasingly, sister organizations, more of the operations organizations, we're giving them extensible scripts that they can run. Every week, we have a scheduled retrospective every Wednesday at nine o'clock and the engineers know that it's going to happen. We rotate who is facilitating the retrospectives and we don't just hit the post-insent reviews. We also hit the good things and the near misses because there's learning there too. Sometimes we do two retros or three but every week we're going to have a retro and that's been absolutely fundamental in our journey. I came back from winter break so we started this journey two years ago where we're afraid of public cloud, et cetera and we're like, hey, we have all these proof of concepts that we want to do, awesome. And really we've migrated to a cloud-first orientation especially for green field capabilities. Or do we pass because that's in a Microsoft organization that's where it's easy to kind of get things going. Heavily leveraging Terraform and ARM Templato, we do want to use infrastructure as code in that practice and everything that goes live is going to have to do a game day exercise. Meaning it's a chaos monkey example, we want to tear apart that environment and make sure that we can get it all back the way it needs to be. In terms of Chef, we're over 1,300 servers now. The breakthrough to get from 500 to 800, one of our engineers wrote a script to Brownfield, a whole bunch of servers. So we interrogated vSphere, we figured out what was particular about it and then we were able to inject that and write files that would describe those environments. Certainly not everything, but it's something and we have them into the same framework and then we can kind of extend that and extend our base code books. We're also starting to look at Sensus, so Sensus, Grafana, InflexDB for our monitoring. And then our security engineers, they're super excited because we have 1,300 servers in Chef now and they get a lot of leverage without having to do much work. They're working on CS code books and compliance. Green-blue deployments, increasingly we're moving this way in terms of SAP application servers, net-scale load balancers, even our vSphere environment. So being able to rebuild vCenters, green-blue style, and we cut over to them instead of upgrading them in place, that's definitely on our roadmap. Learning labs, so the idea that we can create a self-contained lab that will show a new hire or someone that is coming from a different organization how to achieve our practices, whether it's the chat-up example or other things, this has really given us a lot of leverage as well. So we come back to this idea. DevOps practices can be used to teach Microsoft enterprises to become a learning organization. Certainly in our case, we're finding that to be true. We've had to be flexible and compromised at places, but it's gonna continue to be a critical tool in our toolbox as we go forward. Thank you.


Good morning afternoon or evening to everyone wherever you are in the wall My name is Dr. Danso and I am a foreign medical graduate from the Gambia I'm planning to get into residency. I'm interested in internal medicine I'm done with my step one and step two CK of the USMLE and I'll be taking my step two CS in a couple of weeks So this planning for step two CS was very challenging because CS is a very subjective exams And you have to have passed all the components before you passed finally So I decided to look up in the internet and I came across Met Smarter and I think it was a good decision that I took to take the three days review course life review course The staff were very very helpful from the beginning I have been communicating with Don and he was very very helpful in trying to arrange the three-day course for me. I Met the other staff when I came here in Atlanta and they were very very helpful Dr. Shearive who was my tutor Was very helpful. He took me through all the steps From how to start how to say things the physical examination and how to type your notes I'm a very very slow type. I believe me. I can't finish my notes on my own within ten minutes Okay, but Dr. Shearive put me under this pressure that I was finishing my notes in eight minutes I was really finishing my notes in eight minutes I was very very very impressed and it was just within three days and I'm able to make that improvement I also took the many mock exams. I Did five cases today and they were challenging cases and that is just to better prepare me for the real test and Thank God everything went well and my spoken English my Notes where well framed everything was just in place So I will highly recommend that you come to Maths Mara for you to take your life review course in three days Or five days. There are some mini mock exams or a full-length mock exams that you can take This is your future because CS is something that nobody wants to take again You just want to take it once and that's all so I highly recommend that you come to this place So that they can better help you improve your skills when I spoke on English your notes and your physical exams I thank you all and bye. Bye


Hi everyone, my name is Kyle Bondo and I hail from Projectsburg, Virginia just outside DC. So we took a little trek down here to Asheville because on a vacation one time we came through this town and we're like, this place is pretty nice. So let's come back. And I discovered the mountain bike trails of Solly just about an hour outside this place. And that's become like my annual birthday ride. So every time I come down here I think, man, it'd be cool if I could work here, I could stay here. And so this is kind of like we're keep probing into Asheville to see whether or not this is a place where we can actually move to because I tell you what, DC sucks. So this presentation is on monsters of wordpress and I kind of struggled with the title for this because I wasn't too sure on if I should call it multi-press, does it have a purpose or why does everyone hate multi-site, not multi-press, multi-site. So multi-site being a kind of a subsection off of wordpress in particular is kind of got a bad rap. And a lot of times it's got a bad rap is because a lot of people try to make it do a lot of things that it doesn't, it's not designed to do. So we're going to go over a couple of things on first kind of what is it just for kind of a, you know, gender boiler plates of primer for, you know, those of you who may not be totally familiar with what it does. Those who, some strategies for when you've gotten in trouble with multi-site if you have experimented with it and then some strategies for if you're planning on doing a multi-site, what are some good ways to do it? So just kind of a little background on myself. I am a recovering Java developer so and I'm a closet recovering Drupal guy, I don't like to omit that very much. So I came to wordpress kind of through the back door of I tried every other CMS out there and finally found one that I liked that wasn't super hard that like with Drupal he didn't need a PhD to understand. So it's kind of been a love affair with wordpress. I started off as a freelancer in the early 2000s working by yourself sucks, joined some partners, we formed a company, things started going great, economy crashed. So now that's how to go back and find another job again. And so about two years ago working with, I do a lot of mountain biking, a lot of outdoor work. I belong to a club called the Potomac Vila Club, we ride mountain bikes and stuff. And while we're working on the trail someone goes, man our website really sucks, I wish we'd fix it. I say, oh I kind of know how to do that. And so I built their website out and from there I started an idea of well maybe I don't have to work inside another company again. I can actually start going on my own again. Maybe it's time to start stepping outside. So I formed Trench Bucket. And Trench Bucket is kind of the idea of I do a lot of endurance sports, a lot of cycling sites, a lot of things to do with trail running. So you'll see a theme through this of some of the things I've worked with. So that being said, once upon a time I was in the Navy. So to kind of give you an idea of the topic of kind of understanding purpose. This is the USS Boxer. The USS Boxer is a multi-purpose warship. It's a WASC class amphibious assault ship. It's got helicopters. It's got vertical and takeoff and landing aircraft. It's got hovercraft coming out of the back, comes with 25,000 Marines. It's awesome. However, if a little tiny ship came up to it, it can't defend itself.  Basically, this is a giant target. So its purpose, however, is to attack a beach, take the land, the beach head, and do a lot of wreck and havoc in another country. But offensively in the water, it can't do anything. It is relying on everything else to protect it. So the ships in the background, the destroyers and frigates, have to be there if this ship wants to be protected, otherwise it's in big trouble. So multi-purpose has its place. Space is not an attack ship when it comes to fighting other ships. So I'll tell you a little story about when I was in the Navy. I worked with a lieutenant who knew everything, and I don't know if you've had a boss that knew everything. I had a lieutenant who was fresh out of the academy who knew everything. And when we did presentations, we did presentations back in the 90s on transparencies. And we had this monster in our workspace, this giant HP thing that weighs about 300 pounds. And it did transparencies very well if you use the right ones. And the transparencies we had bought, we originally bought this printer, were the wrong ones. They were thick ones. And we kept them in a drawer somewhere because we knew not to use them. Well, the lieutenant knew everything. He needed to make transparency at 3 o'clock in the morning. So he grabbed these transparencies he wasn't supposed to grab. We tried to tell him no, but he didn't want to listen. And put them in this printer. Now if you know anything about early printers, the machinery within those things is very fine and a big thick transparency when it gets jammed through this sucker, jams. Now the transparencies are plastic. Plastic in a printer like this is hot, hot plastic in a workspace inside a warship. You now have the ingredients for a pretty good looking fire. And which is what happened. Smoke starts building out of this thing, fire everywhere, he panics. So he takes the fire extinguisher and puts it out. So now we have this big melted mess in the corner. So it's 3 o'clock in the morning. Who's going to notice it's missing? Tells us to go down to the storage area, grab our extra one, bring it in, put this one, toss it over the side. We'll put this one here in its place, no one will ever know it happened. We're like, okay, well he's the lieutenant, he's in charge, let's go, we'll follow his lead. So my friend and I, we heave this big monster out of its place, we put the new one, we make sure it works, everything's great. We take this big guy and we toss it over the side. Now this is what the lieutenant thought was going to happen if he didn't do that. There'd be a huge fire and that this whole thing would melt to the ground and that he'd be in trouble and he'd lose his commission and everything. Instead, this is what happened. 3 o'clock in the morning you drop a 300 pound object off a ship, you get a nice big splash, which sounds really cool. 30 seconds after that splash, we hear bong, bong, bong, man overboard, man overboard, man overboard on the board side. Yes, so now the lights come on, the whole crew wakes up, the ship starts doing big circles in the water and we're looking for a guy who isn't there. Mr. HP has gone to Davy Jones Locker, but we don't know that for another three hours where everyone is making sure everyone's on board. So man overboard, definitely not very multi-purpose. So in relation to multi-site, it kind of has that same kind of attitude. Is there are certain things that the WordPress multi-site software within WordPress itself, it's kind of built in, has places for it and not places for it.  And this is just a gratuitous photo, because my daughter said that there's no place you can't take a selfie. Well, I think there's one actual place you can't. So let's go ahead and talk a little bit about multi-site in itself. So there's kind of three people who approach multi-site within the WordPress community. Those are people who are experienced loading WordPress and know how to do single installations. A lot of single installation websites work just fine. Plugins work just fine. You can make them really big. There's a lot of things a single instance can do. Then there are people who have already built one of these things.  It's become a monster. And then there are the people in the middle. People like maybe you, who are thinking about building a monster. But I'm not too sure how to care and feed this sucker.  Because fish are easy. They travel in schools. They're one-offs. They're pretty easy to catch, pretty easy to install. From a developer's point of view, once you get the learning curve. But most site WordPress sites are these one-off fishes. There can be a lot to them, but they're pretty much the simple thing. They have a single site deployment, code-based, single database, usually a single theme. Even though you can move, you can put a whole bunch of themes in there. You can only use one at a time. So that's your typical fish site. Now a monster, however, is, and this was hidden back a long time ago in the Drupal world, was if you hack core, someone kills a kitten. And then I found this slide that says every time you talk about killing a kitten, God kills a kitten. So it's in respect, we kind of just killed two right now. But a monster site, as you saw those domos chasing a little kitten in the background, is kind of that introduction to things that are getting to get a little more complicated. Because you can't just go, hey, I've loaded my WordPress and I press a button, and wow, I've got multi-site. It doesn't quite work that way. You have to know how to install it, and then you have to know how to go under the hood and do a couple little tweaks in order to get multi-site to work. The code's there, but you have to actually go inside the WordPress config file and add a line that tells WordPress, hey, guess what? We're not going to be regular anymore. We're going to be a monster. So you still have a single code base, and you still have a single database. But now you can do something that you couldn't do before, which is you can actually build sub-sites off of the single code base you used. So if you have myspace.com and myotherplace.com and mythirdplace.com, they can all use a single code base without having to have an instance for each one. The advantage to this is I can only log in once, and I can get to all three. Now, we'll talk about some disadvantages to that, but right now that's kind of the advantages. Plus, I can also say, hey, that has that theme, that has that theme, that has that theme, and I can apply them all to my sites without having to load them three separate times. I have three separate sites. Now, if you really want to get deep into the configurations and the finite administration detail, Mika Epstein has written two fantastic books that let you do that, which is Multi-Site 101 and 110. Another game, Rob Hardy, has also made a pretty good book. And this gives you all the little details, how to finite, secure, hard, and those kind of things. And that's really kind of not what we're talking about today. Today we're talking about monsters. So we need to understand kind of what it is before you ever get into this problem, what a monster really does. So I'm going to try to talk a couple little bit about people who have already built one. Now, as you're preparing to build a monster, you may want to heed some of these warnings of why they are called monsters. So we'll talk about a couple of special issues. And I've named them, because it's the monsters of WordPress, each one of my strategies has a monster's name. So the first one is the Great White Bortex. And what is the Great White Bortex? Well, Great White, like the shark, eats everything in its path. So Multi-Site has the ability to scale in a way that you've probably never done in a WordPress before. You can add a sub-site to your Multi-Site till your heart's content. You can go on and on and on and on. You can add 10 sites, 20 sites, 50 sites, 100 sites. I've heard of people adding 300, 500 sites. It can get really crazy.  So the first problem is, although these are one code base, with all these sites hanging off one code base, you still have to minister every single one of these sites. So the sites have embedment problems where you need to have someone watching these areas so you don't have orphans or stale content. So another thing about this is that when you have all these admins controlling all these sites, you also have a lot of access coming in inside your site. So you need to be able to prepare yourself for the amount of volume that you're gonna be trafficking by having these thousands of sites. Solutions for this, of course, is to plan your growth. You don't want to go start doing Multi-Site with a thousand sites. That's crazy. You want to start with three. That's sort of simple. Grow in a way that you would grow anything else. You also want to have the admin resources to take care of all this stuff. You don't want one admin for 100 sites. That's crazy. You want to be able to cut this up so that there are certain sections of admins in for certain sites. And you either want to fish or cut bait. And what I mean by that is some sites probably don't need to be Multi-Sites. You might need to split them off and make them their own sites. The second one I call the Hydra Divergence. Now the Hydra, like the Mythical Monster, every time you chop a Ted, to grow in its place. So this is kind of the problem you have when you build a bunch of Multi-Sites. And then you decide, out of the 50 sites you've built, site 20, you want to make its own site. Now there's some plugins and things that can help you do this, but this is not an easy thing to do. You really kind of have to understand what is going on. So if you are kind of new to WordPress, separating a site out of Multi-Site is not a simple task. So you want to make sure that if you're doing any kind of migrations with these kind of networks, that you want to build them from the ground up the way you want them. Don't build them inside Multi-Site and then say, oh, you know, I really wish that was a single site and then pluck it out. That's not going to work for you. It's going to be too hard. It's going to be too much to do. It's easier to have thought this out beforehand before having to pluck one out. So some of the solutions for this, of course, is start a whole new network and build them up from there to start to separate this. You could try doing some backups and cloning the migrates. There's other things in the back you can do before you start chopping heads off. But always, always, always, planning before you start doing this is better than deciding halfway through a large Multi-Site installation that you want to pluck stuff out. The last one is called the Giant Squid Incursion. And if you guys heard a raised talk just before this, this is back to backup, backup, backup, early and often. The no recovery plan is probably the Achilles heel of the Multi-Site installation. Multi-Site is a single code base, which means if your Multi-Site instance gets hacked, they now have access to every site hanging off that thing. They can do a lot of damage. So if you have 75 sites hanging off a Multi-Site and they get into the one core installation, they got all 75 sites, with a matter of speaking. So you want to make sure that because of the single point of entry that you are protecting yourself often with lots of updates, with lots of making sure everything's update, all your security is in place and that you are backing up everything, including the database, on a routine basis. Another bad thing about something of this kind of occurrence is that with 75 sites, you load a plug-in and that plug-in breaks your site, it breaks them all. And if you don't know where you put that plug-in or which plug-in broke it, you now have a problem of troubleshooting 75 sites to figure out where the problem took place.  So now kind of going with, that's what can happen to people who have built these things, these monsters. Now it's kind of time to talk about, okay, maybe you're thinking about it. Okay, Multi-Site's not that scary.  Yeah, yeah, yeah, we know to back up, that's great. So now, if we're building one for the first time, what do we do? So the first thing I thought I'd like to say is, just like I said, get smart. Make sure you understand what the heck is going on before you build this stuff. There's nothing wrong with building a single instance if you can get away with it. But if you actually think that you need one of these, I have five patterns, I think, work very well with the Multi-Site installation. And these are kind of configured to the purpose of each one to a particular style or particular industry that I think work well. Now you could disagree, you could say, I don't think it works that well with that, or I have another one, there's multiple combinations you can have. But these ones that I've done some experiments with that we've put a couple in the real world, I think work okay. So, food for thought. So the first one I call the Jelly Cloud. The Jelly Cloud is the multi-branch. And the multi-branch is really simple. So if you have a company that has very distinct industry segments, or you have a university that has individual colleges hanging off it, the Jelly Cloud pattern works very, very well. It's a single theme deployment, which means that each one of your subsites uses the same theme, so you're not doing mix and match them themes. You have a unified design and brand, and you have a finite number of branches. So the simplistic version of this is the main college site, or the main site, the trunk of this branch is the entry point, or where all the corporate headquarters keeps this thing. And then the divisionary branch sites hanging off this. So an example of this was a project we did with Ditch Lite. Ditch Lite was a government contractor up in Cumber. So they had a corporate headquarters. Corporate headquarters had all the various about us and the team and those kind of things. But they also did something in the mobile sector, where they tried to do, they took their mobile strategy and pushed it to helping government organizations get cell phones and iPads and things like that. So they had a whole mobile sector that was doing something very different than their consulting. They were implementing hardware and software. Then they also had a defense side. They had the ability to put mobile technology to soldiers out in the field and had a whole practice based upon that. So they were able to divide in a multi-site, divide their website up into three completely different websites, but with one admin, one code source, and a single. Now you could have done this with single site for sure, but they wanted to have it all kind of in one concisal area with admin and this in multi-site worked very well. So the advantages, it's a simple network. It's easy to administer. It's, your content is very specific to each one of the sites, but the branching kind of is your judgment call. You want to decide whether or not it's better off as a single site or as a multi-site. You want to make sure you have a clear linking strategy between all these sites and you really don't want to duplicate content. One of the things that we found that Google doesn't like when you have a website that is associated with another website that is exactly identical content, doesn't like that. So when you're doing multi-site, you want to make sure that the content on your sub-sites is not mirroring other websites, other stuff unless it's like an indexing of things. And I'll talk about that later. The second monster is the Wakemaker. This is the multifunctional multi-site operation. And this is really good for member associations and clubs. And this is one where you use multiple theme deployments. You have similar design and brand. You have room for growth. So this is kind of a more variation off the branch, but it allows you to have the ability to secure some things, to move an event. So if you're an association or a club, you have the Join Us. So the Join Us is the site where people come in and become, I want to be a member, tell me what you do, what are your benefits. But a lot of nonprofits, especially, in club associations have events. They have dinners and raffles and they have five Ks. And with this particular one, with the Bicycle Club, is they have a fundraiser every year. They have a mountain bike racing series, which they have an event site for. But they also have a need for a members-only kind of area. And that members-only area can be a secure place where members can go in and do like, oh, I need to do volunteer time. Here are some options. Or I have a need to track. It's like in the racing club example, they don't need to track how many races you did to be part of the race group or the race team. You got to do 20 races a year in order to be considered a race member and get a free jersey. So they wanted to keep track of that. So this became the way where you could hide the application that did all that. So this defines clearly a separation of functions. The event site is very different than the Join Us site. The members-only site is very different than the two. You keep the club name and the domain name. So one of the advantages of having a multi-site is because you're using sub-name, their sub-domain naming is I have Potomac Vila Club, PotomacVilaClub.com, and then I have WAW, which is Wednesdays at Wakefield, PotomacVilaClub.com, and then I have club at PotomacVila.com. So I've kept the name and everything. So I'm using it kind of as a branding mechanism so that everyone knows that they're coming into our association or coming into our club the right way. The difficulty with something like this, of course, is scope creep. As you can see, with three sites it's pretty easy. What if I have two events or three events or five events or six events or I have an event every year, it's rebranded and I didn't get rid of the other site, but I added another site, so I can get this kind of crazy really quick. So you want to make sure that you're keeping control, nice small networks work so much better with multi-site than big ones. You want to be able to, if you have some managed member accounts, it can be another difficulty, in which in the member section, you now have to worry about, do you have members see more than they're supposed to see and you have to worry about security in there. And then you have to worry about organizing and staffing. One thing I found with nonprofits, not a lot of people work in nonprofits. You have small groups, especially IT in nonprofits, usually are freelancers or a volunteer. So you want to make sure you're not overdoing the staffing when you build a site that's going to an organization or a club. The third pattern that I like in particular is the multi-linguistic. Now in this pattern, you're really kind of talking about languages. Now I've played with a couple of the WordPress plugins with translations and if you talk to people who that language is being translated into from English, it's not always a one for one, it still needs some work. So with this particular example, you're looking for companies of global markets and multi-lingual organizations that have the ability to have translated content with their other content. The goal of this one is a single theme deployment. So you have the same theme over all three. You have a unified design and brand.  Now inside Multi-Press, you can have the choice of a subdomain or a subfolder. You can also use primary domains, there's so you can have a domain name for each one, but primarily the easy way to do this is subdomains or subfolders. And what that means is that each one of these, the primary site sits on the main domain. So in this instance, it was at riskinternational.com. And then the two language translations sat inside an English or a language folder. So in this case, this company, which is doing security for the Olympics in Rio in 2016, needed a Portuguese translation of their company that actually operates in Brazil. So Brazilian and Portuguese was a major translation that they needed to have. So we built the multi-site where it just sits in a subfolder. Now they're also expanding into South America. So the expansion for Spanish was an obvious, not an obvious next step for them. But you have all three languages working within multi-site, within one site, one administration. A good thing about this is that you get better translation control, that one-for-one thing, you can get rid of that, you don't have to worry about the plugins for that. The plugins I'm sure will come along, but right now, having the translation was key. You get better analytics off of who's visiting what. So you know which site people are actually going to, I thought, because the way they're broken up just makes it easier for you to trans-define the analytics better. You can add and remove specific pages. One thing we found was in the English side, the Brazilian stuff didn't need to be in there. So in the vice versa, there was English stuff, there was things they were doing in Virginia that they didn't need to do in Rio that we can remove pages for. So you could have two complete different sites, although using the same theme with different pages. So you don't even need the same pages on each site. We also found this advantageous with language-specific admins. So the Brazilian IT guy who's loading content in with Portuguese can log into this and do the Portuguese translation stuff, and you can actually get WordPress to show all its menu systems in Portuguese, which is pretty cool. So now the guy from Portuguese, from Brazil, can put his own translations in and his own content in without having to worry about figuring out what the English means, and then us going in and doing the English, we didn't have to worry about the Portuguese meant. So the next one, I called the colossal croc. Our next monster, this is multi-tenant. And multi-tenant is kind of the one where things kind of get kind of scary. So it seemed perfect that a crocodile would be the guy to kind of lead this way because crocodiles eat everything. Well, they say there's an African proverb that says if you see calm water, don't think it's empty because the crocodile's waiting in there to eat you. So this is one that worked well with event management companies and music and game developers. And it worked well because you could use multiple themes. Like again, multi-site, each site doesn't need the same theme as the other site had. So you use the similar design and brand, but you have customer specific sections. So this kind of works in a way that where you have the studio in one site, an application site of where you have a product or maybe where you're collecting information from people, customer reports, forums, whatever. And then you have the actual game or the studio or the music group continuously created along the lines using your own templates. So in this pattern, we have the example of the Grand Piano Warfare, which is a music studio. Unfortunately, it's not around anymore. But Grand Piano Warfare had the ability to, they wanted to have their company site, but then they wanted a way for additions and events to hang off their site as well. So in multi-site, we built the main studio site and the addition of the events so people could load their songs or links to their SoundCloud or could show the events of where the groups were on a calendar so that you'd know when each band is going or when they were doing auditions. And then each time they had a new talent or a new band, we added a sub-site with the band name and the name. So you have the band name plus the studio belong to existing and multi-safe for each one. So you had fan sites that we would then give access to the musicians so they could go on there and load their photos and load video and they could talk to their fans and they could have blog posts and they could have their own kind of unique band site separate from the studio but still kind of controlled by that. Now, advantage of this course is the semi-autonomous admin. We give admin away. We give admin rights to some of these people that we don't have to do it anymore. They could actually control it. You could also then control the theme in which when you launch their site it was in a way that you liked it. So most of the content or most of the theme was locked down so they couldn't make any kind of strange changes. So it still had kind of the brand was carried over. Plus you could also aggregate content. So every time there's dates or posts from each of the individual bands we could put that on a main site and you could have a main site of all the bands and then each band had their own thing. Which kind of goes against some of the things I talked about what Google said about stuff on the same site but if you're aggregating on a giant pan of 15 different bands you can mix that stuff up really well. Plus you also have the events and things going on. The bad thing about this is when you have semi-autonomous admin is now you have to content monitor. Now bands are notorious for not being PG, right? So R rated content, photos that maybe shouldn't be there. You kind of have to make sure you're controlling that when you give admin away that you at least have a control over what they're doing on those sites if that's your kind of your agenda. The next thing of course is slow and asymmetric publishing. Bands posted when they wanted to. When they're on the road, when they got around to it. So when you have this aggregated type of thing within multi-site and no one's publishing any content that aggregation becomes nothing found or no updates for the past week.  So you definitely want to have those kind of challenges controlled when you do this. Our last pattern is probably my favorite. And this is the Kraken. Ooh, big scary, right? So multi-focus is what this is called. And multi-focus works very well with application startups and software companies. And the reason that is is because a lot of times application companies and software companies are trying to sell a product. They have a piece of software. They probably have a software as a service thing, things like they're trying to sell some sort of like balsamic cells or wire framing. You have the ability to sell that particular product but you're looking for customer feedback on different levels. So this kind of, oops, did I kill it? There we go, there we go. So this kind of breaks it up into kind of what kind of customer segments are you looking for? So when you're looking in some kind of customer driven way of capturing different types of content and different kind of channels, you can set up multi-site to do that for you in a way that I think does better than a single site because you can administer it all by itself plus you have the ability to give a certain person access control to this, access control to that, but all contained within a single network. So in this particular pattern you have for customers you have your updates. So this is your blog posts and stuff that you're doing within the actual community of the software you're creating. You have your self-help, the FAQs, the documentation, all the stuff for your product so that your customer doesn't have to go find it anywhere, it sits on its own site. You have feedback, this is your forum and your stuff where your customer is like, ah, you know I did this and then I got a big red X and that was bad and you can have your actual customer service reps through answering back to the forum. You can have your, the experience piece to where you start talking about the product itself. So you're experiencing the product online so if it's a SaaS or you're doing a demo or you could have your own little demo site off the site so people can try it out, give it, kick the tires and see what it's like. And then you could also have a concept site hanging off the side as well that would give kind of like teaching back to why you do this. A couple sites I've seen that do this are things like, I mentioned Balsamic does a, teaches people how to do UX. It's a whole other side off to the side so you have that ability to have the product and then all the channels your customers are looking for all built into one network and you don't have to worry about separate everything spread out. So like I said, customer focused sections, you have your segmented metrics which help really well when you're doing that kind of driven thing of who's responding to what and then your product feedback tech channels make it a nice, concise little tight little network that you can do one admin, one network update so you can do all your things in one spot. Kind of the challenges that of course it requires orchestration. You kind of need to have the ability to make sure that you're responding to all this content being pushed in. So it's all this inbound content is gonna be managed just like you're managing all your other content and the other patterns. It's also product specific. If you do two products or three products or four products, maybe you need to have different networks for each one. So I'm gonna do on a time. So what kind of comes next? What sort of the monster conclusions for all this? Well, there's a couple I haven't talked about which are like the multi-community and multi-development kind of monsters. Multi-community is what WordPress does. This is the semi-autonomous one where you go in and make an account and boom, you have a blog. That's all done on WordPress.com. WordPress.com is using multi-site on the back end to create those blogs that you create when you first start doing a WordPress.com account. So you're actually using multi-parole site and you didn't even realize you were doing it. Multi-development works too. If you have a developer or a development lab, sometimes having a multi-site to kind of just spin off a site and do some work on the back end works well. If you're planning on not pulling that thing out and putting it somewhere else, which can be done. And of course you're talking about developers that you can probably figure out a good way to do that. But I find it to be very challenging to pull a site out of multi-site. But when you do it in a laboratory environment where you just kind of see what's this theme do and what if I did this and what if I did that and let me test this kind of thing out. Multi-site works well.  So some of the takeaways that I would have from this is know your purpose. Know what you are planning on doing with this thing, with this monster before you go down this road. Have a scaling strategy. Know where the finite end of these sites are. Know that you have the resources and the admins to take care of all this. Educate yourself. There is some very strange particulars of multi-site that strange things that happen that you need to be aware of and that you can control rather than being caught off guard. A good example is you delete a multi-site, gone forever.  In a multi-site, if you delete a site, it can be gone forever and you don't want to do that. So you want to educate yourself to make sure that you're understanding not only how multi-site works but how to secure it well and that you're keeping everything controlled and not kind of allowing it to get out of hand. Plan for growth, of course. I just said that. You want to avoid those separations. You want to start off with small monsters first. If you're going to do a multi-site project, do something small. Some of these patterns are very small patterns. They're not giant. And keep it small and tight. I usually use the rule of threes with a lot of sites. If a site could probably be multi-site, three sites max is usually a good way, easy to manage, very easy to control, and you're not going to get out of getting crazy.  When you're on multi-site and it's a single code base that one hacker go in and screw everything up, make sure that you have backups everything often and early. So, and that kind of, that's the end of my thing. You can find the slides I have on monstersofwordpress.com as one of the very recent blog posts. And thank you for listening.