Now I think most of us are here, so let's move on to our second speaker after lunch to introduce our second speaker we have. He loves football, he loves Manchester United, he loves FIFA and he loves WordPress. He's been a software developer for more than eight years and right now he's working at outside, not literally but outside as in company outside, a purpose driven design and tech studio based in Kathmandu. Today he will be speaking on WordPress development with CICD and to speak on the topic let me welcome Mr. Aayu Shrestha. Thank you Mr. Radha, I am Aayu Shrestha from Auschwitz Studio and my topic is how to connect WordPress to CICD. So my main topic is to cover today's topic, introduction to CICD, then how to connect WordPress to CICD and how to set up the deployment pipeline and then the continuous integration and deployment, why do we have to do it, I will focus on that today. So Martin Faulani has mentioned this, you can see this quote point, Martin Faulani has written a very clear quote, just what I have to say, the continuous integration is very important, removing it, it doesn't have to be a file, it has to be a case, the continuous integration is very important, finding it is very easy to find it, then it is very helpful to debug it. So let's, introduction to CICD. Before that, we need to understand how we are deploying it. We are directly connecting FTP, SFTP, we are deploying it. And what else do we have to do in our server? We have file manager, we can directly change the file and update it. And what else do we have to do in WordPress? In your backend dashboard, you have to change your file, obviously in config you don't have to restrict it, you can also update it and change it in production. So this is what we are deploying right now. So now let's talk about YAML, how do you know YAML, what is it? So yeah, okay. YAML is the markup language, in which the CI-CD code is helpful for language, you can see it in the build up burn life process. And just like the YAML file, your CI-CD code has maximum services, services like GitHub, GitHub Action, Azure Pipeline, and GitLab's own CI-CD pipeline, and your Circle CI is also there. So before that, let me tell you, this is the structure of YAML, it's a language structure, you have to see the name on the top, you have to set up the name, and then you have to execute the branch, you have to execute the branch master, and then you have to do pull request, you have to create pull request in migration, and then you have to do other jobs, you have to define the jobs, you have to do multiple steps, you have to do automation, you have to define the processes, you have to set up the steps, you have to set up the node version, and then you have to do panthen, I have given an example of panthen server, you can connect with other servers, likewise, you can test PSI, PSPT inside, you can see the secrets, you can see the secrets, you can also test your accessibility, you can test PSPTS, you can test the code standard, you can test the lending, you can automatically do it, so that's it, if you want to do CI CD, you already have a service, you have to maintain a high-quality code, if you want to do maximum code, you have to maintain a high-quality code, it will help you. I have said this before, maximum protocol is automatic, as I have seen earlier, you can see the PSI test, so it is automatic. So, what is your ideal scenario?  You have to have multiple processes in WordPress and CI CD, as I have said before, you have to do the secrets, why do you use the secrets? Sorry, why do you have to do the WordPress?  You have to do the build process, you have to do the build process, the build process is different, the whole dependency is different, you have to do the build process, So, your build process will be compiled. What is compiled? Your SAS file is compiled in CSS, your ES6, ES7, your browser debility is compiled in JavaScript, and we will teach you how to compile it. And there is another process, your test process. There is a test process. Even in the WordPress community, your test process is completely explored. Your test process is explored, but we can also do maximum tests, like a unit test, and the coding standard of WordPress is also there, and the LinkedIn is also there. You can do it. So, there is another process, your deploy. In the deploy, you have to do the secrets. The secrets are there. We have to do the tests before the deploy. Just like in the deploy, the secrets are there. You have to connect with any server. The secrets are there. We have our own secret. We have our own secret in the GitLab. So, we have our own secrets. We have a connection to the secrets. We have to do the connection. So, we have to keep the secrets there. We can keep the secrets directly in the YAML file. But the public of the YAML file is there. If it is public, then we know who is our personal secret. So, we have to go there. Because we have to keep the secrets there. There is an XOT entry in it. Even we don't have to keep the secrets. So, in the deploy, we have three types of deploy. The first deploy is there. There is a login and a theme in your WordPress site. It's not deployed. The login or theme, it's displayed in the WordPress site. The other thing is that, there is a login and theme in WordPress.org. We do not call it a generic theme. We do it as the login. We can deploy it in the WordPress.org. There is also a full-virtuesite. It's called a full-virtuesite. It is maintained by us. It's not maintained by us. It's all done and the full-virtuesite is deployed on it. So, there are three types of deploy. Other than that, this deploy is highly dependent on hosting platforms. Why? Hosting platforms are restricted. For example, if you want to sell a C-Panel, then you have to give maximum. In that, you have to give SFTV connection. We have kept SFTV connection in Githa Action Secrets. That way, you have to get a connection. Other than that, if you give maximum, then you have to give AirSync. AirSync has a small process. Other than that, if you want to sell an hosting platform, then you have to give a Panthen or a WP engine. That way, you have to give it a specific day. So, if you want to sell a Panthen or an hosting platform, then you have to give a family or a family. If you want to sell a Panthen, then you have to build it. If you want to build it, then you have to build it in Githa. After that, you have to commit. You have to do everything. You have to build all the assets. So, other than that, there is another process called Quality Assurance. Quality Assurance is not there anymore. We have to maintain the code. We have to maintain the quality assurance taste. We can do it automatically. Likewise, we have to have a selenium taste too. I have given you an argument. You can increase the PSI. You can increase the page auditors. You can increase all the tests. You have to have accessibility. You have to have accessibility. So, we have to increase the PAA package. I have given you an example. I have given you an example. You have to do a job. You have to run a job. I have given you three URLs. You have to test them. You have to pass through three URLs. So, you have to do this automatically. I have given you a PSB test. You can test it on your mobile. You have to have a threshold. You have to pass through the threshold. You can do it. I have given you a 70 threshold. You have to pass through the threshold. You have to pass through the threshold. So, how does the typical CICD workflow of your area work? Build, Taste, Deploy, We have to build, Taste, When the pull request is deployed, We have to deploy in the stage. And then, We have to do the production. We have to do the main topics. Like, Why do we have to do continuous integration? Now, Before CICD and After CICD. Before CICD, we have pros and cons. I have said it in the past, You can do the file changes, FTP planning, file management, Back-end pattern. You can quickly do the file changes. What are the things you have to do? Like, You can do it with colleagues. But the update button depends on what you want to do. And the push button depends on what you want to do.  So, overriding, Obviously, there is a bug. My function is overriding. Other's function is overriding. Obviously, there is a bug. If there is a bug, It will take time to debug. And it will take time to debug. It will take time to debug. There is a concept of CICD. There is a concept of CICD. After CICD, You can do the pros. There will be a code review process. Your code is not overriding. My code is not overriding. As soon as you do it, There will be maximum processes. All automatic tests. You can do multiple automatic tests. After all the processes are automatic, After all the processes are automatic, After all the processes are automatic, After all the processes are automatic, After all the processes are automatic, It takes time to debug. Some people might say me. I cannot even reboot. I was stable when I was in the first stage. This is stable. Why not to reboot it? There is no downtime. So, what is this?  It is your initial setup. If you see the normal file, you can see the secret layer of GitAction. And the connection of your server base, the accessibility test, or the Lintin test, or any other testing. We have to manage these three, because we need a little more time. Now, that's how it should be. Why use it? How it should be. Smaller code. Smaller code can also be changed, and it can depend on others. And faster release. I will make one module, I will make one module, and it can be reviewed by others. I have gone to that production, and it can also depend on others. And the maximum processor, your workflow is automatic, then I know that there is an issue in the workflow. You can debug it. Time save. Obviously, time save, cost save. And then there is fault isolation. I have told you, you have to come to any issue. You have to come at any time. And you have to see that workflow. For example, if you have a case speed of 70, it will be 60 or more. I have to add this module, and it will speed up. Obviously, there is some fault in this module. So, we have to optimize it. We have to make it as it is. Now, another point, security. As you can see, we have to develop FTP, back-end code, dashboard, file change, how many of us have developed it? How many of you have developed it? If we are working, how many of you have developed it? If we are developing it, if we are developing it, whether it is a company or something, it will still access it. So, it will still access it. We have to change it time to time. So, in CICD, it is not so hard to block the user by giving access to user. So, that is all. That is all. Thank you. What is the question? What is the question? Anyway, what is the question? That is all. Feel free to raise me. Thank you.


Mae'r adael ddafyddiadau gyda general 1 ac mae'r adael ddafydd iawn y ungrif. Maen nhw'r ddafyddion y Rhagfaldiaethau, y prôgris eich rhai a'r rhaid o'r angen sy'n aelodau rhaid o'r adael rhaid o'r rhaid o'r rhaid o'r Rhagfaldiaeth i'r rhaid o'r proseslannu gyda'r trafodaeth mwy ac y noddag a'r rhagfaldiaeth i'r ddafyddiad ddiadau ddafydd iawn yn 2017. bod gynhwys yng Nghwylwyr yn 2016, gynhwys ymdegwyd yn gwneud o'r sgwylfaeddiadau ar ôl 3, ac mae gennychol i chi'n ddigon i gyntafol yn gwneud hynny o ffysg. Eungre. I thank the minister for that helpful answer. Can she tell me if the original plan to complete all of this work by 2021 is still possible? Well, in a global sense, by global I mean Scotland-wide, the plan was to finish all of the work by 2027. There are at present active work going on in terms of three of the wheels. I have indicated that one has been completed, that two are classified as being clear for fish, and that three, as I understand it, is active work taking place, and that work is completing. I have a great deal of detail of what I understand to be seven wheels, although the member has asked about six. I am very happy to share that detailed information with him, if he wishes to speak to me after today. To ask the Scottish Government what its position is on the affordability for patients of using bedside televisions in hospital. across NHS Scotland, patient entertainment services are provided either free in-house or through hospedia's bedside entertainment services, which are purchased by patients voluntarily and are in addition to communal telephones and televisions. We recognise that television provides respite to many patients and the importance of technology in enabling patients to remain connected. We are currently working with NHS directors of estates to establish the feasibility of free bedside entertainment to be supplied via Wi-Fi across NHS Scotland. NHS Lothian is currently trialling free patient Wi-Fi services, including access to video streaming. If successful, we would hope to extend that within other NHS boards. I thank the cabinet secretary for that answer. At £9.90 a day in the Highlands, it is extremely expensive to watch television. It entered a 15-year contract, which is due to expire in June of this year. Will the cabinet secretary give me an undertaking that she will work with NHS Highlands to make sure that patient television is more affordable to allow patients to see television during the course of their stay in the hospital, which may in some cases be for long periods? I am very happy to give Mr Mountain that undertaking. He is, of course, right that the current contract that NHS Highlands has expires in July of this year. I would expect all boards on the expiration of any hospedier contracts that they have to be considering best value, but also what is the right patient-centred approach. That is a hallmark of our NHS, so I would expect Highlands to be actively giving consideration at this point to free wi-fi services, and I will undertake to work with them and to keep Mr Mountain up-to-date as we make progress. David Torrance To ask the Scottish Government how a roll-out of universal credit is impacting on local authority rent rears. Cabinet Secretary Shirley-Anne Somerville Universal credit has had a devastating impact on people in Scotland. As of November 2018, there were around 135,000 people in Scotland in receipt of UC, 15,000 of which were in the Fife area. COSLA evidence shows that average rears for those on universal credit are more than 2.5 times the average rears on those on housing benefit, whereas we welcome reports that the Westminster vote on universal credit-managed migration regulations will now be scaled back to a vote on a pilot scheme for 10,000 people. We will continue to call on the UK Government not to commence managed migration until the fundamental flaws with this catastrophic benefit are fixed. David Torrance Thank you, Cabinet Secretary, for that answer. In Fife, the level of council rent rears directly attributed to a roll-out of universal credit currently exceeds £1.1 million. Does the cabinet secretary agree with me that this increase being suffered by many local authorities will have a devastating effect on planned housing programmes and the continued investment in housing stock across Scotland? David Torrance is quite right to point out to the impact that rent rears are having due to universal credit and the impact that they will then have on local authorities. The Scottish Government has introduced the council house build programme in April 2009. The first such central government support to councils in a generation and the most recent public statistics show that a total of 10,293 council homes have now been delivered, including 1,236 council homes in Fife. Council house building continues to be an integral part of the 50,000 affordable homes target over this parliamentary term, which Mr Torrance can be assured that we are determined to meet despite the additional challenges posed by UK Government welfare cuts. We will deliver on our promises on housing and on other areas in welfare despite the budget cuts coming from Westminster and the callous welfare policies administered by the Conservative Government. To ask the Scottish Government whether the European health insurance card will still be available for residents in Scotland following a no-deal Brexit or during any transition period. Under the withdrawal agreement of 8 December 2017, the current European Union regulations that apply to reciprocal healthcare, including the European health insurance card, would remain in force during the transition period. The UK Government has a responsibility for reciprocal healthcare on a UK-wide basis. The UK Government believes that the healthcare international arrangements bill could support a broad continuance of existing reciprocal rights such as European health insurance card in a no-deal scenario. However, I am obliged to point out that this is a belief on the part of the UK Government. We have seen no evidence to substantiate that, and it is therefore in my view yet another reason to remove the option of a no-deal exit from the table. Rona Mackay I thank the cabinet secretary for that answer. Does the cabinet secretary agree with me that the Brexit mess that the Westminster Government has led us into is causing uncertainty at every level and that travelling abroad for leisure or business will create more worry and expense for people in Scotland who did not vote to leave the EU? I do agree with Ms Mackay that this is yet another area of uncertainty and concern for people who wish to travel overseas or travel into the European Union following Brexit in terms of either business or pleasure or education. We know that many of our fellow citizens, including ourselves, have enjoyed that ease of access. It is important that we recognise that freedom of movement applies two ways. We are concerned, quite rightly, about freedom of movement in terms of our capacity to attract the skills and the continuing contribution of those EU citizens who are currently living and working in our country. However, it also applies to our citizens freedom to move across Europe in the manner to which they have become accustomed. That is yet another example of inadequate planning, a poor approach and the madness that is Brexit. 5. Johann Lamont To ask the Scottish Government what assessment has made of the potential economic impact of a direct rail link between Glasgow city centre and Glasgow airport. The Scottish Government has not made any recent economic assessment of the impact of a direct rail link between Glasgow city centre and Glasgow airport. The Glasgow city region growth deal includes the Glasgow airport access project, which is being led by the project team from Glasgow city and Renfrewshire councils. Therefore, the responsibility for undertaking an economic impact of the project lies with that team. Johann Lamont Thank you for what I would regard as a rather disappointing response. The project has been delayed time and time again. Despite numerous assessments that have been undertaken by Glasgow city council and the airport, it demonstrates significant benefits to the wider economy of the west coast of Scotland. The project is once again at risk. Meanwhile, recent reports show that increasing levels of congestion on the motorway network are increasing journey times to and from the airport. Does the cabinet secretary acknowledge the significant economic benefits that Glasgow airport brings and that the case for a direct rail link between Glasgow city centre and the airport grows stronger every year? Can he provide assurances that Transport Scotland and other agencies will work together? Will he now commit to this project and to tell us when he would hope that it could be completed? Michael Matheson I am sorry if the member found my last response disappointing. I will try to address some of the points that she has raised. She has very much recognised the important role that Glasgow airport has to the region and to the nation's economy as a whole, and it is in all of our interests to ensure that we improve connectivity between Glasgow city centre and Glasgow airport. The work that has been taken forward at the present time, looking at the outline business case, has put forward further assessment and looking at capacity on the existing paisley corridor line are all issues that need to be addressed and looking at the possibility of the rail option. I will be chairing the next meeting of the Glasgow airport access executive steering group, which includes the leaders of Glasgow and Renfrewshire council, along with the other business partners who have an interest in this matter to look at how we can make further progress with the particular issue about improving access, particularly greater connectivity to Glasgow airport. John Mason Thank you. If one of the problems and one of the constraints is the capacity at Glasgow central high-level station, I wonder if the Government would give consideration to Glasgow crossrail and a station at Glasgow cross, which would allow some trains to come from paisley gulmer street to stop there. John Mason The member is correct in highlighting that there are challenges with any rail-based link between Glasgow airport and central station, not only with capacity issues at the station itself, but also with the paisley corridor, with approaches at both Arkelston junction and Shields junction, where there are particular constraints that should have to be overcome, which should not be overcome by the Glasgow crossrail proposal. Those are matters that have been given very due consideration as part of our overall assessment on delivering on the Glasgow city region growth deal. We are also making sure that we get the right type of improved access options from Glasgow city centre to Glasgow airport. Jamie Greene I have a huge amount of sympathy for Johann Lamont's question. There is a growing frustration that this project seems to be stalling time after time. We really need to improve connectivity between that airport and the rest to grow the west of Scotland economy. Given some of the impasses that we face around the impact that the rail link may have on other services, can the minister commit that his department will fully assist the local authorities who will approve the project to ensure that that impact is minimised, but that that project can indeed make some progress? Transport Scotland officials are already engaged with the partners who are looking at taking forward this particular proposal, but it is important that we understand the full impact that it could have on rail services in the Paisley corridor area, which could be significantly detrimental to other service users. That has to be properly understood, not just in those who are using the services from Paisley and Gilmore Street but those who are using it and accessing it from Ayrshire as well. That wider piece of work has to consider all of those matters. That is exactly what has been taken forward at the present moment. I recognise the timeframe that some people feel has been too long. However, there are significant complexities around that that have to be properly understood and considered. The meeting in which I chair later this month will give us an opportunity to look at what further progress we can make in the coming months. Can the minister advise us to the benefits to North Ayrshire of having less congestion on the A737-1 serial link that is established? Can he confirm that the work on planning the timetabling of the service is already under way, given concerns expressed to the Local Government and Communities Committee about the time that network rail will take to schedule it? Correspond with the member to give him more specific details on some of the points that he has raised. However, those are important pieces of work that are about addressing issues around congestion, improving services as well as passengers. There is a need for network rail in particular to have a very clear indication of the timeframe for taking this forward. I will provide the member with more specific details on this matter in correspondence. To ask the Scottish Government what work it is doing to ensure that all public bodies are fulfilling their public sector equality duty, with regard specifically to the protected characteristic of sex, as represented in the Equality Act 2010. The Equality Act 2010 is largely reserved. However, a framework to help public authorities meet the requirements of the public sector equality duty has been set by Scottish Minister through regulations. The Scottish Government expects all relevant organisations to comply with the requirements of the 2010 act in relation to all protected characteristics. Responsibility for oversight of compliance with the 2010 act, including compliance with the 2012 regulations, rests with the Equality and Human Rights Commission. The commission is independent and cannot be directed by Scottish ministers. Private individuals may also seek to reinforce their rights under the Equality Act in courts and tribunals. She is aware of recent research by the academic consultancy Murray Blackburn McKenzie that found only seven out of the 32 local authorities in Scotland had a clear definition of sex as a protected characteristic, while others conflated sex with gender identity, which is no definition in law, or gender reassignment, which is a completely separate protected characteristic. Many Scottish Government documents also conflate the two. That undermines the Equality Act exemptions that are designed to protect women and girls. Does the cabinet secretary agree that, to support women and girls, we need clear data on sex and would she consider issuing guidelines to ensure that every public authority in Scotland adheres to this aspect of the Equality Act 2010? The protected characteristic of sex in the Equality Act 2010 relates to being a man or a woman. We accept that sex and gender are distinct concepts. The Scottish Government agrees that there is a need to have disaggregated data to allow for the impacts of policies on men and women to be demonstrated. In Scotland, there are technical guidance and non-statutory guidance on the public sector equality duty for public bodies, which is published by the Equality and Human Rights Commission. The Scottish Government expects all relevant organisations to comply with the requirements of the 2010 act and with the published guidance. To ask the Scottish Government how many teachers who are employed using the attainment Scotland fund are on permanent contracts. Of the 962 full-time equivalent teachers funded through the attainment Scotland fund, 542 full-time equivalent teachers are recorded as having permanent employment status. Ross Greer I thank the Deputy First Minister for that answer. There are hundreds of teachers employed on temporary contracts under the attainment challenge fund and many local authorities 100 per cent of the attainment funded teaching posts are temporary contracts. Those contracts do not contribute towards a sustainable teaching workforce. They often prevent staff from accessing opportunities for proper career progression and CPD. Does the Deputy First Minister acknowledge that, while making a valuable contribution, attainment funded teaching posts on temporary contracts are no substitute for permanently employed core teaching posts? I certainly would encourage local authorities to employ teachers on a full-time basis. We have given absolute commitment about the funding stability around the attainment Scotland fund over the course of this parliamentary term. That is beyond dispute. In addition to that, there is regular turnover within the teaching profession and vacancies will arise, which can be filled as and when they arise. The arguments are compelling to make more and more of those posts permanent. I am pleased to see the progress that has been made with the recruitment of 962 full-time equivalent teachers through the attainment Scotland fund, which is making a contribution to the increase in teacher numbers that we saw last year of £447, which was a welcome increase in the teaching profession in Scotland. To ask the Scottish Government what steps it is taking to improve the rail network. Since 2007, we have invested £8 billion in infrastructure and services to support Scotland's railways. We continue to demonstrate our commitment to improving rail infrastructure through the high-level output specification and rail enhancements in capital investment strategy, supported by £4.85 billion investment in control period 6. An announcement on which rail projects will form the first part of control period 6 portfolio will be made by the end of March this year. Colin Beattie The cabinet secretary will be aware of the recent reports regarding train delays and cancellations. Can he outline what specific steps are being taken to improve both the Musselborough line and the border railway in the short and long term? As I stated in the chamber earlier this week, performance on our railways has been unacceptable, and that is why I instructed Transport Scotland to serve a contractual notice on ScotRail, that it must prepare and submit a remedial plan, setting out how it plans to address the performance issues, including on the North Berwick route, which serves Musselborough and borders railway to the contractually required levels. I can assure the member that there is absolutely no lack of determination in my part to ensure that ScotRail keeps to the standards that are expected of it. I set out in the contract, and I am determined to ensure that we address that. The remedial plan will assist us in dealing with that issue. Thank you very much. That concludes topical questions.


The most heavily guarded room in America was robbed and here's how they did it. The transit authority building was known for its intense security. Some claiming this room was more closely guarded than even the president of the United States. But on a warm spring afternoon in 1979, the building was robbed and more than $600,000 in cash was stolen from the vault. The building's CCTV system said blacked out due to scheduled maintenance, and a robber working with someone on the inside managed to evade the surrounding guards and make their way into the vault completely undetected. The criminals made their way to the upper level of the building, pulled a 120-pound bag containing thousands of $10 bills out of the vault, then tossed it to someone on the ground without leaving a single shred of evidence behind. Mind you, this happened on a busy day in the middle of downtown Brooklyn, but nobody witnessed anything. To this day, the heist remains unsolved, and none of the money has ever been recovered. Be sure to subscribe and check out my main channel for full-length videos.


Throughout the ages, countless reports of unexplained and baffling discoveries have been reportedly made deep within the minds of Earth. Regardless of the type of mind or indeed its depth, it seems that these peculiar stories continue to surface, and usually only by word of mouth. Often, attached to these fascinating tales, you will find stories of these artefacts being seized, destroyed or simply re-buried. We are often confronted with an apparent cover-up, vast resources and manpower being harnessed to hide these facts from the world. The motives for choosing to conceal such artefacts from the world could indeed be endless, though regardless of motive, we feel it is imperative that we continue to expose these stories to the Earth, if we have compelling witnesses and unmistakable evidence of a cover-up. Beneath the city of Donetsk, within the Rostov region of Russia, a large foundation of sandstone can be found, something known as Rock Shield of Carboniferous Age. It is about 300 to 360 million years old and is lined with distributions of coking coals that are also of around the same age. Astonishingly, Mr. Kosatskin has discovered, upon the roof of this shaft of coal, an imprint of a chariot wheel, an imprint undoubtedly made before the rock had formed around it. He also discovered another imprint, a small distance further along the shaft. It must be noted that these imprints have remained buried deep within these seams of rock for many millions of years. If a scientific analysis could have been undertaken upon this artefact, it could have shaken our understandings of world history, just like so many other artefacts we have been made aware of, all but a few now stolen from the public domain. Upon realizing the implications of his discovery, Mr. Kosatskin, an extremely experienced foreman in ventilation and safety engineering, specializing in seismic prognosis, thankfully took several photographs of his miraculous and now concealed discovery, before officially reporting it and requesting a scientific evaluation. When his boss notified the owners of the mine in the hopes of getting an analysis of the artefact with an attempt to preserve it, to his boss's surprise, they demanded he continued the work through the shaft, so that it could be subsequently flooded, which is unfortunately what has occurred, making further exploration of the sites impossible. He stated that he's investigated further, regarding the western mine's history with the fellow miners there, and was able to confirm the existence of the other print within that mine. It had been damaged by blast hole driving, and was little mentioned, though it was indeed there. He was sometimes in this cut, he said, and got to take a good look at it. He says that he was surprised, but also somewhat afraid to admit that these objects are of artificial origin. We on the other hand are excited by such a premise, and will keep you posted on any further developments regarding the mine. Sometimes an artefact will be discovered, which challenges our entire understandings of the world around us. We are confronted with things that, according to our world view, shouldn't exist. And in 1991, researchers performing geomineralogical studies along several Russian rivers would make such a discovery. Known as the Ural Mountains, it is a notoriously strange, cold, and incredibly lonely slice of the Russian landscape. Accounts of snow yetis and terrifying creatures have plagued the mountain ranges for decades, even including a reported attack by such a creature within Dyatlov Pass. The Ural Mountains is clearly one of the weirdest and most isolated places on Earth.  The larger artefacts made from copper, while the smaller ones from tungsten. What is clearly the most astonishing thing regarding these tiny ancient relics is their size, some of the exhibits being only 2.4 macrons long, or around one-tenth thousandth of an inch. Being as though the average human hair is about 100 microns, it's safe to assume that these microscopic objects were not constructed by our primitive ancestors. Four to create such intriguing objects would have required a knowledge and an application of sophisticated nanotechnologies. Not only do they exhibit characteristics reminiscent of components used within our own modern nanotechnologies. The nano coils also exhibit golden ratio proportions, a trait which could only be present if intelligently designed by mathematically wise beings. Some skeptics to their true history have predictably attempted to speculate that the apparently alien objects were simply fragments of debris from the nearby rocket test facility, but a report from the Moscow Institute of Technology concluded that their vast age was enough to dismiss this as a possibility. The conclusive figure acquired from this official dating put their initial creation to around 300,000 years ago. Studies performed by facilities in Helsinki, Moscow and St. Petersburg also backed up the claims that the coil-shaped objects were manufactured in the very distant past, stating that they predate modern history by some orders of magnitude. Unfortunately, as with so many items we cover, since the nano-spirals principal investigator Dr. Johannes Feeback died in 1999, the research has been halted. What's more, predictably, the current whereabouts of all of these ancient nano-artifacts is unfortunately unknown. It's fair to say, however, that the Ural Mountains still possess some of these curious and very ancient objects, but judging by their size, they won't be very easy to find. Hey guys, so a few months back I shared with you the story of adventurous geologists who had trekked far into the cold wilderness of Russia in an effort to catalog the largest megalithic site on Earth. So remote, they are steeped in legends of snow yetis and mysterious monsters devouring all who dared to venture into these remote areas. When I shared the amazing images of these stone structures, many argued that they were natural formations, maybe because they struggled to conceive such enormous ancient ruins in such remote places, discoveries that seem to be many hundreds of thousands of years old, maybe even as old as the giant Sphinx. More and more is being learned about them, with ever more daring explorations of the ruins being undertaken, a team discovered a vault in one of the stone megaliths, an access vault that led them into an artificially made stone cavern system. These underground structures are truly massive and are undoubtedly constructed by an intelligent builder, hidden for many millennia. These caverns are not only massive, but constructed using blocks placed upon one another that are over 50 feet in length in some instances, making these stones many thousands of tons in weight, seemingly placed effortlessly into the shape of underground walls. This discovery has not really shed light upon how the ancients built such structures, but rather pushed their apparent capabilities farther from our understanding. Not only are these structures' purpose a vast mystery, but they also contain placed stones bigger than any we've ever discovered, even eclipsing the unfinished stone found at the ancient Chinese quarry known as Yangshan. A stone can be found here half cut away from the bedrock, in excess of 16,000 tons, taught by scholars throughout time to have been left at the quarry due to them not being able to move it. Yet, here we have stones placed into a cave system designed which even outweigh Yangshan. This not only proves they could move them, but lift them and work them. Just how many, quote, natural formations are really just extremely weathered, once extremely large stone-built structures. Maybe there are many stone granite hills, and even maybe mountains that dot our earth, which work before millennia of rain, grand structures of a forgotten people. 1973, Romania. Workers near the Muir River would uncover an aluminium artifact, buried with the remains of two large prehistoric mastodons. In a place known as Eerd, about 35 feet deep in the sand, a metal fragment was unearthed, a fragment that would subsequently be covered up by the Romanian government, for over 30 years. Iroco Hal, the deputy director of the Romanian UFOlogists Association, said, laboratory tests originally concluded that it was most likely an old UFO fragment, given that the substances it comprised of cannot be combined with technologies available on earth, even to this day. The artifact is now on display in the History Museum of Kuyina Poké, with a sign saying, origin still unknown. The archaeological institute of Kuyina Poké, who examined it, found it to be made of an alloy of aluminium encased in a thin layer of oxide, composed of 12 different elements. It is 89% aluminium covered by a thick oxide layer. The thickness of this layer is said to be confirmation of the object's immense age. Many skeptics have attempted to explain the artifact away as an elaborate hoax, yet none seem to be able to explain how. Even more interesting is the fact that recently in Russia, a very similar aluminium artifact has been discovered embedded in a lump of coal. During the fire during a cold winter evening, a resident of Vladivostok, found a rail-shaped piece of metal, embedded in one of the pieces of coal. Mesmerized by his discovery, the responsible citizen decided to seek help from scientists of primary region. After the metal object was studded by the leading experts, the man was shocked to learn about the assumed age of his discovery. The metal detail was dated at 300 million years old, and the scientists suggested that it was not created by nature but was rather manufactured by an intelligent force. This fragment has been found to be made of a similar composition to the wedge of air. Are these artifacts proof of visitation by aliens to our planet? Or may be revealing of our own advanced history? Hopefully one day their mysterious origins will be understood. President Putin recently visited one of the most mysterious places on earth, the ruins of the ancient town of Arkheim. Historians, archaeologists and UFOologists have spent many years trying to unravel the secrets of this place. Which nation was living in Arkheim more than 40 centuries ago? How did people of such ancient civilization manage to accomplish the incredible technological progress on earth there? The Arkheim Valley was supposed to be flooded in 1987. Local authorities were intending to create a water reservoir there to irrigate drought-prone agriculture. However, scientists found strange ancient circles in the center of the valley. Authorities gave archaeologists 12 months to explore the area. Scientists were shocked at what they discovered. However, it is not the unusual earthworks that have attracted investigators, but rather what was recently discovered beneath. A discovery which has seen several renowned alien investigators rushing to this remote and forgotten slice of the Russian landscape, in search of the undeniable proof that we are not alone. Researcher Maria Makarova and her team were able to unearth a remarkably well-preserved skeleton in the ground beneath the site. However, it soon became evident that this was no normal skeleton. And although the research team have attempted to disagree with the clear possibility of it not actually being human remains, choosing to suspect that the skeletons somehow belong to a woman from the Sarmati tribe, which lived in what is now Ukraine, southern Russia, and Kazakhstan about 2,000 years ago. It unfortunately appears that this is an attempt to discredit the real possible value of these remains. This being a logical move by all professional researchers funded by an academia which would not appreciate such honest and clearly forgivable assumptions based on current evidence being publicly disclosed. For example, firstly, the Sarmatia tribe may have practiced headbinding. However, this practice is largely believed to have been located in other parts of the world, and the lack of any additional fines within the tribe supporting this assumption would seem this is a deceptive conclusion to arrive at. Additionally, when headbinding was undertaken, unmistakable evidence of such is left upon the skull. Deformed cranial napping, the stitching of the skull will not appear as normal, yet, alas, the stitching will always be present and easily identifiable. Though astonishingly, this skull clearly shows no evidence of binding on the photographs. What's more, and perhaps more pressing, is the lack of any cranial stitching visible whatsoever. This stitching of the skull plates is part of human growth. We all have them, yet this skeleton does not. What do you think regarding the find, an abnormal tribe member buried beneath an extremely ancient, mysterious site, or something else entirely?


Lieutenant Colonel Frank Maxwell, F-R-A-N-K-M-A-X-W-E-L-L, I'm the commander of 2nd Battalion, 18th Field Artillery Regiment, 75th Field Artillery Brigade. So today we're returning from the National Training Center. About a month ago we conducted the emergency deployment readiness exercise. We alerted Marshall and deployed in 10 days. Went to Fort Irwin, California to participate in the National Training Center rotation 21-10. Supporting 1st Brigade, 1st Armored Division. So we had about 300 soldiers participate in the training. We were there for about three and a half weeks, conducting large-scale ground combat operations. So our soldiers performed exceptionally well. We supported an infantry division along with that brigade combat team and provided multiple launchers and rockets with the fires, long-range precision fires, and support that unit. One of the things we did exceptionally well is provide timely and accurate long-range fires in support of maneuver operations, specifically large-scale ground combat operations. So for the National Training Center, this is my first rotation as well as many of our soldiers. We do have a few veterans within the battalion that had participated. However, it's changed to where you immediately come off the plane and deploy right into the field and initiate large-scale ground combat operations. So after talking to many of the soldiers and spending some time out in the Mojave Desert, you know, a lot of our soldiers truly miss the Lawton-Portsdale community and are very excited to be back home.


Hi everyone, it's Dr. Laura Portales and I'm here to talk a little bit about some of the major concepts that you learned in Unit 6. So let's go ahead and get started. We are now moving on to Unit 6 and Unit 6 is about managing groups and teams and there are eight total units so we're more than halfway there. Thanks for watching this video and let's go ahead and get started. As you already know, it's very important to review the learning objectives for each of the units that you're working on. And this slide, I'd like us to take a look and read them together. Just because learning objectives are tied to exam questions and the practice case questions as well as other contents. So understanding them and making sure that you can meet each of the learning objectives after you finish a unit is really important. So again, let's take a look at those together. Explain the importance of authentic leadership on group dynamics and task cohesion. Explain why diversity is important to team and organizational success and the effect of discriminatory practice of managing and resolving conflicts and team members. Explain how teamwork is impacted by individual laws and behavior, group behavior and the characteristics of group development. Evaluate team effectiveness using insight into individual behavior and theories of motivation and finally, our last one is explain the effects of individual behavior on the behaviors of team members in the workplace. So now that we've taken a look at the learning objectives, let's now take a look at a list of topics that we've covered in this unit. The slide here lists the vocabulary that we will be discussing throughout this video and also words that you should know and be comfortable with to get yourself ready for the practice exam. As you've already guessed, this unit is about teamwork. So some of the topics we're going to look at in unit six include teamwork and group structures. We're also going to take a look at effective management of teams, how we as leaders and managers can create group cohesion. We also will look at diversity and inclusion within teams and the importance of that. We'll look at conflict and management of conflict, particularly within teams and we'll also look at some methods for effective teamwork. So let's go ahead and dig into some of the concepts. Take a look at our first topic which is authentic leadership and relational cohesion. Authentic leadership has characteristics of being honest, having self-awareness and also self-regulation. So self-awareness in this context refers to the ability to understand the situation that you're in and the proper behavior and traits that should be exuded in the situation. And also self-awareness a lot of times from an emotional intelligence perspective. I really address we're aware of our own place in the world, we're aware of our own personal feelings and then the regulation part comes in where we're able to manage all of those things based on situational situations. So the authentic leader has these characteristics which make them effective, especially when they're managing teams. And we can also look at that in relation to the idea of relational cohesion. And relational cohesion is the idea of your perception that you have good relationships with the people that you're working with. So as you can imagine, this is important as we're talking about teamwork in this unit because relational cohesion, the higher perception you have of that in that you work well with your team members, you're all collaborative and you're close, the better the team is going to function. So oftentimes we find that authentic leaders are better able to create relational cohesion among their teams because of those qualities that they possess in terms of being an authentic leader. Another topic we addressed in this unit is the idea of diversity and team leadership. So it's been proven that companies that have diverse teams and that could be in diversity in terms of gender, age, race, disabilities and many other differences that may not be apparent, such as social status, economic status and those types of things. We know that companies with diverse teams end up doing better financially than organizations that don't have diverse teams. And a lot of times this is because when you bring in a diverse group of people, you have different and new ideas, you have more of a global mindset and a global perspective. So this is why diversity is so important as we talk about it in relation to managing people and of course, leadership and teamwork as well because we wanna make sure that we have diverse teams to create success within our organizations. When we look at inclusive leaders, an inclusive leader is someone that attempts to break down barriers that may occur for people that may traditionally have been excluded from certain aspects of the workplace because of how diverse they are. Many, many years ago, women oftentimes were excluded, chief executive positions simply because they were fee. So when we look at inclusive leadership, we look at a leader in this context that tries to break down those barriers for women that are wanting to be promoted. So that's just an example, but of course there are many other examples that we could use about inclusive leaders. But the important thing to remember here is that that person is committed to and takes action to break down the barriers for other individual maybe that had challenges before. So in order to do this, an inclusive leader needs to have commitment to that as an end goal. They need the courage to do that because sometimes it can be challenging. They need to be aware of or cognizant of their own personal biases. They need to have curiosity and cultural intelligence. So they need to have curiosity about why things are done, the way that they're done in other cultures, and then the curiosity to try to find the answers to that. And then they also must be collaborative as well. So when we have a leader like this that's managing a team, particularly when it's a diverse team, the team is able to feel more inclusive, they have better relationships with each other, and then of course the team functions in a more productive manner. So this is why diversity is really important from the perspective of managing people and of leadership also. When we talk about leadership in terms of managing teams, one of the challenges we see is that leaders may have some biases that prevent them from being very effective at managing these diverse. One of the first biases is the like me bias, and that is the tendency of people to associate with or have preference for people that look and sound and talk like themselves. So as you can imagine, if I'm a CEO of an organization and I only hire females that are my same race right around my same age, well that would be like me bias. And of course that doesn't create a diverse work environment. Ultimately what we're looking for. Also stereotypes is a bias that can occur and be really harmful to our teams. Stereotypes are generalizations that we make about particular groups of people based on characteristics that we believe to be true. Stereotypes, while it's not discrimination, a stereotype is what ultimately leads to discrimination. So we really wanna keep ourselves and check about the different stereotypes that we have. And just be aware that everybody has stereotypes and we wanna try to limit those as much as possible, especially when we're managing people. Another barrier is the idea of a perceived threat of loss. And we can also refer to this as a status threat. So when we allow other people to be included, sometimes that could be a threat to our own status, whether that be our position or our title. And of course that type of bias is detrimental in trying to create diverse work teams. Also being ethnocentric is another barrier to inclusive leadership. And being ethnocentric means to evaluate another culture in comparison to your own culture. So rather than letting another culture just be what they are, we tend to make comparisons about our own culture to another. And this can be harmful because it doesn't bring about a sense of acceptance. It's really just a comparison. So when we look at leadership and when we look at managing people, especially in diverse teams, we wanna make sure that we are aware of these different types of barriers and biases that we may have and that we keep them in check in order to get the best work from the different teams that we're working with. Our next topic in this unit is about conflict. And the first thing that I wanna point out is that we think of conflict as a negative thing, but conflict is not always bad. A conflict a lot of times within an organization, as long as it's done in a healthy way, can actually push the company forward and push the boundaries and have them think in a different way than maybe they have in the past. So if groups of employees are within conflict, this can be a good thing as it requires people to look at things in perhaps a new and different way, which could end up being profitable and full for the business. So from that, if we take the idea that conflict isn't always bad, we can look at three main types of conflict. The first is cognitive conflict. And this is when an individual or a group, each other, and this is where conflict can be good when you have this cognitive conflict because then you have all of these different ideas that you can put together in order to solve a problem. But if it's not managed correctly, of course it can be a negative type of conflict. So as a manager and a leader, we wanna make sure that we handle this type of conflict effectively. Effective conflict is a conflict that occurs when just two people simply don't get along. They don't have or they have opposite personality traits. They just don't like each other. And this type of conflict, although negative, if people manage to be professional within their engagement of each other, then this type of conflict isn't that serious. But if they are not professional in the way that they deal with this type of conflict, that can have negative consequences ultimately on the entire team. Behavioral conflict is the idea when one person or a group does something that others don't think is the right thing to do. So an action has already been taken and then the other group is uncertain or unsure that that was the right action and a conflict could arise from that. So if you put these together and think about it in a bigger picture context, if you allow people to have cognitive conflict from the very beginning and work through their ideas to come up with an idea that has bits and parts of everybody's perspective, you may avoid at least behavioral conflict in this situation. So these are the types of conflict and the key point here is to remember that conflict isn't always bad as long as it's handled in the right way. Now you may be wondering what are some of the reasons for conflict? So we discussed some of the different types of conflict. Now we're going to look at some of the reasons for conflict. So some organizations depend on each other, which we call task interdependencies. So this means in order for one group to accomplish their goal, they need this other group to do this other thing. And conflict can occur when the other thing isn't done in the way that they think that it should or perhaps it's not in the timeframe that the other group wants it done. So when we're dependent on others in order to effectively do our job, some conflict can occur and that's what we refer to as task interdependencies. We also can have status inconsistencies and ultimately this is where people look at different statuses. So job title, for example, and because of this, they believe that they are not being treated fairly because they have a different status within the organization. So this is more of an interpersonal conflict and as opposed to our last one task interdependencies, which is really focused on how we get the work done. Juridicial ambiguities is the idea that we're not sure who's responsible for a task. Not one person specifically has been put in charge of the task and therefore we don't know ultimately who is in charge or who is responsible for it and this can create conflict. Of course, issues in communication and individual differences like personality and perception can be a reason for clicked. Dependence on resource pool. So if there's a certain budget to complete a project and one department wants X amount and one department wants a certain amount, there could be conflict among those two departments because they're both vying for the same versus that have limited availability. And then finally, another reason for conflict is the lack of performance. So perhaps one department has very stringent performance standards and another one doesn't cause not only performance issues, but definitely conflict among the two departments since the expectations are so different for those two departments. Now we're gonna discuss a little bit about conflict and how you can actually handle conflict. So as you can see from this slide, there are two main categories. We have assertiveness and cooperativeness. So when we look at assertiveness, we can look at whether we should be unassertive or assertive and that's related specifically to how important it is to us in order to have our own concerns in the conflict addressed. So if it's not very important for that to occur, then we could say that we can be unassertive whereas if it's really, really important that we may move up that scale to be more assertive. Then if we look at the bottom where it says cooperativeness, this is the attempt to satisfy the other person's concerns. So uncooperative means that there really isn't that much of a reason to try to satisfy their concerns while cooperative means that there's a strong reason that you're going to have to work with this person again, for example. So then we can move around the axis and look at things of style. So for example, as you can see here, if you're assertiveness level, if you are really trying to get your own needs met and it doesn't matter so much that you're going to have to work with this person again or maybe you're never going to see them again. In that case, you would use a competing style which is focused mostly on trying to win and trying to get exactly what you want within the conflict. But on the other hand, if we don't feel like we need to be very assertive, so we're going to be unassertive and also we need to be really, really cooperative. So we don't care so much about the outcome but we care about the relationship. That's where we move over to the accommodating conflict management style which then encourages us to ultimately do what the other party wants. And that's because we don't care so much about the assertiveness. We don't necessarily care about our own needs and wants on that particular topic, but yet the cooperativeness is important in that relationship or in that situation. So ultimately we'll look at this. Nothing is cut and dry, so there may be some situations where you want to use a combination of styles but at least this gives you an idea of the different types of styles and how you might want to consider which style you should use. Some conflict styles, however, that don't usually work no matter what the situation and not taking action if there's a conflict is one of those. So especially as a manager, if there's a conflict we want to address that conflict as immediately and as thoroughly as possible. There's also the idea of administrative orbiting which when your employee asks for something and follows up on it, you tell them that you're researching it or that you're not sure yet or that you need to look at that further or something along those lines. So that's putting that in pull-off and that can create a lot of frustration and some mistrust for you as a leader or as a manager in your organization. So administrative orbiting we definitely want to avoid which again, idea that we're putting off the conflict with something that we hope he's someone in the short term such as, oh, I'm working on it or something along those lines. And then also see is definitely something that you don't want to engage in because of course that creates mistrust as well. So these are the conflicts we want to avoid because they're not very productive. Next slide, we talk about the cultural differences on a team and we've already addressed a little bit why diversity is so important. And these are some of the differences as a manager or a leader that you may see and that you may want to consider addressing as needed. So the first is whether people use direct or indirect communication. If someone uses really direct communication to someone that tends to prefer indirect communication, you can imagine that they may end up thinking that that person is rude and appropriate. So we want to be sure that we use and our team to use the right and appropriate communication style direct versus indirect based on the team that we're working with. Another challenge that we may face when there are cultural differences on a team is language differences. So this could be accents and the level of fluency someone has with the lynch. There may also be status and hierarchy perspectives from a cultural perspective that we want to be concerned about. For example, in some countries someone would never suggest something if they're not the manager or they wouldn't share an idea unless they're specifically asked. So understanding the status levels and hierarchy of the course that you're working with are very, very important. And then of course, decision-making norms. So some cultures tend to make decisions really quickly while decisions very, very slowly and want all of the data before they make a decision. So understanding these different types of cultural differences and ultimately how they impact is important for us to effectively manage a multicultural. Another thing we looked at in this unit is the idea of team assessments. So while we'll do performance evaluations for individuals and our individual employees we may want to consider doing an assessment for the team as a whole to measure how well they work together and how productive they are. So when we look at individual assessments that can include self-evaluation, self-monitoring and self-regulating. But when we look at evaluating teams we may look at a peer evaluation perspective as long as a peer evaluation of other team members is confidential and objective then this might be a way to assess the team and how well the team is functioning together. And in the next slide we're gonna take a little bit closer look. So if you are going to measure team performance there are a few things that you want to make sure that you consider doing. You definitely want to create clear goals that are goals for the team and not for the individuals. You want to identify and share examples of quality work so that you know what the expectations are. You want to address and utilize team discussion and reflection to compare the performance to their goals. And you also wanna identify the strategies that are needed to address any performance issues that you may be having. So in other words, it can be really important to measure team performance but we just want to make sure that we do it in the right way so it's fair for everybody. And we'll take a look at that topic. One of the main reasons why we might want to measure team performance along with individual performance is that the research has shown that when we measure team performance teams tend to have higher goal attainment. So in other words, as a whole when they know they're being evaluated as a team as a group they tend to help each other more which results in goal attainment. So that can be really important. Also measuring team performance can help the relationship in the team and also strengthen the team commitment with one another. So these two are more relational and are really important to help to keep the team moving forward and productive. So when we think about measuring team performance as we've talked about there are definitely ways that we want to go about that and there are advantages to doing that as well. We just want to make sure that we do it in the fairest way. Last topic we look at is heroic leaders and independent leader differences and a heroic leader tends to set goals that they think can be independently delivered. So they may have this big goal and then they have all of these smaller pieces that need to be in which they divide out for a deal. And interdependent leader, however, tends to look at these high level goals and then works with their team in order to work through what the plan on how they're actually going to achieve it. So that's the main difference between these two different types of leaders. Another difference is that interdependent leaders tend to announce goals before they're making this plan to reach and this can get a lot of buy-in from employees. So they announced the big goal but then they work with the employees and the team members on how they can actually achieve the goal at the work. So this is the big advantage is that you have employee involvement which can be a lot more motivating to the teams of people that you. As we conclude this unit, let's take a look at some of the things that you learned and compare those back to our learning objectives. We talked about authentic leadership and how that is key to group dynamics and task cohesion. We talked about diversity and why diversity is important to organizational success and definitely in leadership and managing teams. We talked about practical and theoretical methods of managing and resolving conflicts. We talked about teamwork and how that's impacted by our individual values, our individual behavior, group behavior and the characteristics of group development. We also talked about team effectiveness and finally we talked about the effects of individual behavior on the behaviors of the team members in the workplace. So let's now take a look. Let's take a look now at what's next to prepare you for the practice exam. I definitely recommend that you do another review of the material, maybe especially some of the material that you had some challenges with. Once you review that material, you should be all set to take the practice exam and I wish you the best.


Hi everyone, Joe for jaspyscasebrakes.com with the Mavs Knicks Bucks random number block randomizer for Flawless If you're watching live, we just got to do one more of these and then we'll be in Brakesville Hopefully we'll get to that tonight. Big thanks to this group for making this happen I think I think everyone's familiar with the number block format. There's the instructions right there if you're not Big thanks to this group here and there are the numbers right there Let's roll it and randomize names and numbers six and a five eleven times for names and numbers one two three six seven eight and 11th and final time Look at Andrew. Oh down Andrew. Oh six and a five eleven times for the numbers one two three Ten and 11th and final time four down to five Andrew with four Matt with two Gretchen with three Andrew Roth with one Gretchen with seven Andrew With Andrew Oh with eight Gretchen with nine and six Kevin with zero and excuse me and Andrew Oh with five Who's in my voice? All right. Thanks everybody. We'll see you for all asleep tonight. Bye. Bye


Alright I think it's about time to get started. Thank you everyone so much for coming to the very last session of what I think has been an amazing week because everybody had a great week! Yeah?! Excellent! Glad to hear it. So, you have come to a session about cilium networking. Was anybody at CyliumCon on Tuesday? Quite a few hands, excellent. While you have at that gorfod â silym meis. Yes, we have lots of meshes, so hopefully what I'm going to show today will clear up some of that mesh. Alright, so I think we all are familiar with the idea of Silym connecting pods within Kubernetes cluster, and a lot of you will have come across cluster mesh, which is how we connect multiple clusters together. Mae'r cyfnod ddoedd o'n mynd i ni'n gwrs, ddwy'r ddweud o'r troch ar y swydd, mae'n dweud o'r ddweud o'r ddweud, mae'n gweithio'n gyffredinol i'r meysgau cyllidion cyllidion. Rydw i eich bod yn ymdyn nhw'n gweithio bod yna mwy o unrhyw ddweud o'r ddweud o'r ddweud, o'r ddweud o'r ddweud o'r ddweud o'r ddweud, o'r ddweud o'r ddweud o'r ddweud o'r ddweud. Felly, SiLium mesh, mae'r rhai gweithio, rydyn ni'n�wch i'w dweithio wurthglu i ddweithio'r clusters i ddweithio unrhywbeth Cubanettau. Mae'n rhaid i ddechrau'r cyfle i ddweithio'r ddweithio a'r ddweithiau i'w ddechrau'r prymysg. Mae'n rhaid i ddweithio'r cyfleu i ddweithio'r polisi gwmhaith ac yn ddweithio a ddechrau'r ddweithio. Mae'r SiLium talks, mae'n dweithi ychydig ychydig y siwyd that we should have some Star Wars references. I'm not sure it's exactly Canon but we're basically going along the lines of Force Awakens. Right, so services and endpoints are Kubernetes concepts and I think you're all pretty familiar with services. Maybe we should just have a quick look at what we mean when we say endpoints. So we're going to go to Jakku, the planet Jakku ac BBA wedi gweld o bobl gyda'r cyllid y gweithredu cyflawn yn Jack Who. Ie ddim yn dda i fynd i'r gweithredu y rhaglen yn y ffors, ond yn gweithredu'r cyllid y gweithredu ar y ddweud gweithredu â'r ystod yng nghymddol, oherwydd y ddweud y gweithredu. Felly, rydw i'n meddwl y clyster hynny gyda, ydw i'ch rwy'r gwirio'n gweithredu? Rydw i ddweud y clyst. I have a kind cluster on Jakku and I currently have, I think BB-8 is here, and I'm going to deploy the resistance in Jakku. Apply even. It's all live, right? You'll tell me when I do things wrong. That is going to create some pods and we have a service. If I exec into BB-8, I should be able to curl the resistance. If we look at the pods and we look at their IP addresses, we can see there are three pods and they've got these IP addresses 65, 203, 47. If we look at the Kubernetes endpoints, we'll see here there's a service called resistance and it has those three IP addresses, 203, 65 and 47. That corresponds. We also have psyllium endpoints that represent the same thing. This is psyllium's representation of those exact same endpoints. We can see the same IP addresses there, 265, 203, 47. Good. This is actually R2D2. R2D2 is in the other cluster, which we'll go to in a moment. He can look up the resistance service and get an IP address that is the same as the service and then that gets load balanced or that request gets load balanced to one of those pod endpoints. That's a fundamental thing in Kubernetes. I haven't shown you anything new there. psyllium knows about those services and it knows about those endpoints. I showed you the CRD that corresponds to the endpoints. We could also exec into the psyllium pod and see the same endpoint list. They would look like this. That's just a basic connectivity inside a cluster. What do we need to do if we have multiple clusters? The resistance base is in the planet, I think it is a planet, Dakar. We want to be able to have a resistance service there as well. Let's go to the kind cluster, which is on Dakar. Here is where R2D2 is, I'm pretty sure. A bad guy as well. Make sure there is some resistance running here on Dakar. That's going to be very similar to what we just saw. Now, we have those two different clusters. One thing that's different about what I just deployed in Dakar is it's annotated to say it's a global service. This is all you need to do in cluster mesh to say that your services are global. They're accessible from all of the clusters in the cluster mesh. I do need to go and make sure that's true in Jakku as well. Let's just uncomment that. I'm going to have to go back to the other cluster. That was back on Jakku. We just need to reapply that resistance file. We've made a very small annotation on the service. Now, from Jakku, if BB8 sends a message to the resistance, sometimes he's going to get a response from the resistance on the base in Dakar. Sometimes it will come from, hopefully, eventually, yes, the original message that we saw on Jakku. That service is accessible from either cluster, but they're just services still. What about the end points? Well, let's look at the service first on Jakku. The service looks exactly the same. It's called resistance. Let's look at the end points. From Kubernetes point of view, it's still only got these three end points. Those three are running in Jakku. That seems a little bit strange. Let's look at the psyllium end points. That also still only has the three end points. What's going on? Let's have a look at what's happening inside the pod, inside the psyllium pod, psyllium agent. That's the name of this agent. I hope I've actually applied that correctly. I'm going to exec into the psyllium pod. We can run commands directly on psyllium here. Let's look at the service list from inside the agent. Okay. Here, this is, we can just check that this is the right service that I'm looking at. The service for the resistance end in 64, that corresponds to this here. From the psyllium agent's point of view, we've actually got six end points. Three of them have this at two, which is the second cluster in the cluster mesh. It's a very simple change from psyllium's point of view. These are just IP addresses that have to be reachable. BB8 on Jakku is able to reach the service in either location. If we went to Dakar, we could actually change things to have local service affinity. I'm going to go back to the planet Dakar. This is where R2D2 is hanging out. I need to just reapply this change that I've just made so that it's local affinity. Resistance car. What that's going to mean is if R2D2 asks for assistance from the resistance, we're going to prefer getting a response from the local cluster. Let's do that. R2D2, call the resistance. These should always say that they come from the base on Dakar. However many times we do this, we'll never get load balance to the service on Jakku. We have this ability to load balance across multiple clusters or to prefer local services. We could also prefer remote services, which could be really handy if we're trying to turn down the service on the local cluster in favour of moving to a different cluster. From Cilliam's point of view, they're just endpoints. Really simple. We don't need any special abstraction to understand how to load balance to these endpoints that are not within the local cluster. We can extend that to environments outside of Kubernetes. All we really need is an IP address that we can root to. Don't know if you remember, at the end of the Force Awakens, we find that Luke Skywalker has been hanging out on the planet Ack 2. Ack 2 is not a cluster. He's pretty isolated. It's a VM all on its own. Let's see Ack 2. If I look at my Docker containers, we can see there's the Dakar cluster, there's the Jakku cluster. I have a local registry. Here is a VM. This is where Luke is hanging out. How can we communicate with Luke? Ack 2 actually knows how to communicate to Luke. What we need is an endpoint in Dakar that just happens to be external to the cluster. I need to... Let's go back here. Make sure I'm in the right context. I am in Dakar. This is what I need to do. I'm going to add... I need to run this inside the psyllium pod. Let me just get the pod. Execute into there. This IP address here, the <IP_ADDRESS>, that's the VM Ack 2. That's created an endpoint. If we look at those endpoints, they're quite hard to read because there's a lot of text going to come out here, but we should be able to see somewhere up here. We'll find there it is. There's our Jedi Luke who happens to be hanging out at this IP address. R2D2 can't root directly to that, so he needs a service. We need a service. We're not going to have a pod. There's just going to be a service that we're going to deploy. Come on. There we go. We're going to apply Luke. Now we've got a service called Luke, and that should mean that if we exec into R2D2, we should be able to reach Luke. There we go. Great. We've been able to get a response from that workload that happens to be running in a VM, and all we had to do was make sure there was an endpoint associated with that VM's IP address. Here's the slide version for if it didn't work and if the demo gods weren't smiling on us. We basically just got a service with an IP address, and that IP address corresponds to an entry in the service list. In fact, we could just look at that. Let's just make sure so let's get that silly and pot again, and exec into that again, and we should be able to see service list. There's our service that corresponds to Luke right at the end there, and it's load balancing to one endpoint, which is the VM. Okay. That could be really useful if you wanted to connect to a workload that's external, but what if you want to then migrate that workload from its VM, you turn it into a containerized workload, and you want to start running it under Kubernetes, we could actually do something like this, where we also deploy it as a pod, and we can start load balancing between the VM and the pod, because it's just an end point. It doesn't matter from the service perspective or from Syliam's perspective, it's just an IP address. So let's do that. We have here Jedi pod, which is basically Luke. He's going to say something slightly different this time if we deploy that. Just make sure I'm in the right. Yes. So Jedi Yamel. So hopefully now, if we are RTD2 and we talk to Luke, we sometimes see the message from the local pod and sometimes see the message from the VM. It's going to show me lots of it. There we go. So we've got load balancing between a workload on the VM and the same pod running the equivalent service locally in the cluster. One of the really nice things about doing this with Syliam is that we can protect those flows, the network flows between workloads, whether they're external or within clusters locally or remotely using network policies, because the network policy doesn't care whether the IP address, whether that endpoint is local or remote. It just knows it is an endpoint and the policy either applies or doesn't. So we could do something like this where we ensure that only resistance traffic can flow to that, to those endpoints. So let's apply. I've got a cluster-wide network policy we can apply, and that's going to make sure that only resistance containers will be able to communicate with Luke. So if I am, I'll just show you that I have both Kylo and RTD2 here, and if I am acting as RTD2, you've already seen this, we should be able to speak to Luke. It's all working fine, but if I am a member of the first order, as Kylo Ren is, then that's just going to hang because the packet's been dropped due to network policy. Okay, so now I'm going to turn to a different demo that's been set up by Martinez, my colleague Martinez, where he's actually got this running partly in Google Cloud and partly in AWS and using this exact same endpoint feature to have client VMs on one side of what we're calling a mesh tunnel and a workload and engine export running in a completely different cloud. So let's see if we can see this working. Okay, so here are my what's running in GCP. We can see an engine X service, and I've got also AWS, and if I look at the services there, we can see again an engine X service there, but what we're going to do, we're going to communicate from Google Cloud via this transit VM to the AWS cluster, so we can't go directly from these VMs or we can't go directly to this Kubernetes cluster, we're going to go via this VM. And so that means that because the transit one is on Google Cloud, we're going to use the service address on Google Cloud from these two different clients. So that should mean here's one of those VMs called Good Client. Let me just get that IP address. That's Google Cloud. No, it isn't. That's AWS. This one's Google Cloud. So I should be able to get an engine X response from that address, and we do. Whereas if I go to the bad client and make the same request, that's timing out. And again, that's because of network policy. And we can also see that if I find the right screen. Yeah, we can see that in Hubble, Hubble UI. And yeah, there we go. So we can see on the left here, it might be a little bit small. Let's try to make that a bit bigger. We can see some traffic from the good VM and the bad VM disappearing quite quickly now. I've made it. We can see the packets being dropped from the bad VM. Okay. That was amazing. The demos all worked. Nothing broke. So something that I haven't shown you there is this idea of authentication and encryption. And I'll be honest, that is not quite ready to demo, but we're making a lot of really good progress here. You may well have seen us talking about this next generation mutual authentication and encryption. And what's happening here is we use an identity management system. Spiffy is going to be the first integration here to get identities for the workloads that are going to communicate. And those might be services inside the cluster. They could be external services. It doesn't really matter. Because again, it's just about having an identity that we can associate with the endpoints that back up a service. So we have these certificates. We do a handshake at the start of the connection. And then we can use that to establish authentication, inject the subsequent certificates into the kernel so that we can use that for encrypting the traffic between those workloads. Doesn't matter whether they're in cluster or out of cluster. You may have seen us talking about this in the context of service mesh, but it's useful for so many other scenarios as well. So that's coming along quite nicely. The data path part of that is already in Cillian 1.13. And there's more work afoot on the kind of configuration side, the control plane side, if you like. What's going to be really nice about this is you can specify the requirements for authentication and encryption as part of the network policy. So again, we're not having to create a whole load of new abstractions. We can use the existing abstractions, but extend them to say, not only am I going to allow traffic between these endpoints and those endpoints, but I'm going to require that communication to be authenticated and optionally encrypted. We do have users who actually want it to be authenticated, but not necessarily paying the encryption cost. So that's another nice feature about this next-gen approach, being able to independently have the encryption or optionally have the encryption, I should say. The last thing that you may want to, well, the last thing that I'm going to speak about that you might want to do in terms of connecting to external workloads is the idea of advertising those services over BGP networks. So your clusters could be very distributed and using BGP to communicate between them. So for example, when any member of the resistance wants to go to the cantina in Takodana, they probably have to use BGP to get there. So wrapping up pretty quickly today, but then I guess that means we'll have time for either questions or you get to go home. Wrapping up, what do we have? We have the ability to connect workloads. We've always had the ability to connect workloads with Cillium, but now those workloads could be in any Kubernetes cluster or in any non-Kubernetes environment, so long as we have an IP address that we can reach them through. That could be IPv4 or IPv6. That could be in your choice of public cloud. It could be in a non-prem environment. You've seen GCP and AWS there communicating using Cillium Mesh. All secured with network policies and the work is coming along very nicely to use that next gen MTLS to provide the authentication handshake and the encryption between those workloads. Thank you very much. Actually, did anybody manage to pick up some books, either my book or Natalia's book over the course of the week? Excellent. Good. If you didn't manage to pick up a physical copy of the books today, you can download them from isovalent.com and that'll give you some insights into the EBPF technology that underpins Cillium. The other thing I'll mention on this slide is isovalent.com slash labs, where there are a lot of really great sandbox labs tutorials that can walk you through things like the BGP connections that I didn't have time to show you today and many, many other aspects of Cillium. With that, thank you very much and I hope you've had a wonderful keep on. I guess there is time for some questions if anybody has some. I don't know how we're supposed to do with them. Apparently, there's microphones on the two sides. Am I audible? Yes, you are. My question goes regarding connecting to external service. You showed you have to create an endpoint using Cillium. Is it possible to do it a native way with Kubernetes endpoints? I'm going to say yes, yes and no. There's the concept of an external workload where you might run a Cillium agent co-located with that workload, in which case, yes. What I did there, I configured it manually and I think that probably speaks to the experimental nature of this. There will need to be some control plane to configure these endpoints in a more usable fashion. Thanks. So, supposing you have a service that is redundantly served by two different clusters to the external world, let's say you want to expose those such services through ingresses in either cluster. Could the ingresses in either cluster connect seamlessly to the back-end services in both of them? Yes, they could. I'm pretty sure we have a blog post, a nice, a valent blog post that shows exactly that because I'm pretty sure I saw the diagram in the last few days and it has exactly that two different ingresses into two different clusters and then backed by services. Should ingresses be Cillium ingresses or could be any ingress? Is it transparent to the ingress? Yes, transparent to the ingress. Thank you very much. Yes, just to expand on that, from the ingress's point of view, it's just talking to a service so it doesn't matter what the ingress is, it's just a service underneath. Again, Kubernetes' fundamental concepts here. So, thanks for the presentation. Really good stuff. In the demo where you were setting up the end point for local outside of the cluster and you had to set up services as well, can this service be a headless one or it should be a cluster IP service? It could be headless. Yeah, I don't think it matters. I mean, depends how you're going to address that service, but yeah. I mean, what we have tested before with the Cillium service mesh, it wasn't able to support services like to, you know, split traffic and load balance between different ports behind the service, between different services when the service in front of them is headless. I'm surprised by that. I'm not going to say I've tried it myself, so I'm not. It seems a little surprising, but we can take that offline and figure out if there's a reason for that. Yeah, sure. Okay. Yeah. Sorry. One over here. So, for the example with the look that was outside in AVM, I assume that in that example the ports directly talk to that IP of the VM of look without even introducing the service. No, it was going via the service. But the IP was not directly routable because it read that there was nothing running in the VM of look, right? So in the VM of leak, it's just the, so we're trying to get to the, I wonder if I can find the diagram. Yeah, no, let's go to the one where it's just here. So, Luke has, Luke's VM or the app to VM has an IP address. We put in place a service so that RTD2 could address the, I mean use DNS to look up the IP address of the service and then the service was back by the endpoint that happened to be external. Okay, so the question is that if R2D2 know beforehand the IP, it could connect, right? Oh, I see. If he knew directly the, yes. If it's routable from, yeah. Because we don't create anything special. The VMs of the cluster or nodes have routes to that. Yeah, if it's routable from that. So now the follow-up is, and so the follow-up is could we do something that the port of the service of look is not open, so it's not reachable directly, even if you know the IP. So somehow another CM agent, the VM of look advertises routes, but it's not a Kubernetes cluster, would that be possible? I'd have an agent inside Luke's VM to join the network of the cluster. Yeah, so you could, I mean another approach would be, and we do have this in the external workloads approach, is to have a kind of a Kubernetes cluster running, but without the workloads necessarily being pods. Okay. You know, there could be like host network accessible addresses. Yeah, thanks. Yeah. Hi, so is the Cilium mesh new feature or is the name for all of these features you were presenting? That's a really great question. I think we are experimenting with that name and seeing whether it, I think of it as covering the whole thing, because that's what Cilium should be about, should be about connecting all your workloads without you having to think too hard about exactly what the mechanism is between them. In order to implement what we're calling Cilium mesh, we're having to, you know, there is a little bit of change in the ability to add those endpoints and, you know, still work in progress around the kind of control plane for those external endpoints. But yeah, to my mind, mesh is the whole thing, but we'll see what settles. Thank you.