Over the past few years, we have touched upon many of the amazing and often extremely ancient sites which dot our Earth. Many of these spectacular achievements, indicating to the countless specialists, archaeologists, geologists, and others involved, attempting unraveling of their true history, their true story of antiquity. On several occasions, we have been confronted with compelling and often conclusive explorative analysis, which has often resulted in the retrieval of compelling supportive artifacts which have supported the claim of them surviving past cataclysm, often accompanied by an ice age. Our sharing of this data has regularly received a mixed reception. The Sphinx, for example, which shows clear evidence of surviving this past event and subsequent ice age which involved a flood event. We saw that many were interested in this premise, yet not convinced of such claims. However, a gentleman known as Mario Bildraps has taken this theory and, if confirmed to be correct in his preliminary findings, may have established it as a fact beyond all possible doubt. A link to his website will, of course, be in the description. Mario, it seems, has been very busy. He has correlated the orientation of over 500 ancient pyramids and temples randomly spread around the world to what he claims is a 99% accuracy to the temperature changes during the last glaciation cycles. Most ancient structures, therefore, he has concluded, are hundreds of thousands of years old and not just a few thousand. Many of the pyramids and temples have been renovated over the millennia, new structures forming on top of older foundations, while the orientation of these foundations remain unchanged. Chichen Itze and Baalback are two good examples of this practice. He states that the proof is mathematically backed up from start to finish. He adds, the orientation of a building is purely mathematical because orientation is dimensionless or not materialistic. When we process the orientations of virtually all ancient buildings around the world, it reveals a profound discovery. He claims his research is so new, so innovating, that you won't find anything like this anywhere else, except maybe some copies of this original material on other websites. About 57% of the 501 randomly spread ancient structures that were involved in this research accumulate massively in five clusters of together just 20 degrees or 22.2% along the intersection line. This line is also a purely mathematical entity that runs from our current North Pole to our current South Pole, along a longitude of 47.1 degrees west. It appears a big chunk of his research has been directed towards developing a cardinal reference line, an imaginary line drawn upon the globe which could be used to match ancient structures to a past location of the cardinal points. Of course, if his mathematics can be peer reviewed and ultimately found to be correct, he could truly be on to something. His research will not only push back the theories involving the chronological development of man, but also prove beyond doubt pre-Columbian voyage up to a half a million years ago, among many other startling realities. The collective orientation of contemporary buildings points almost exactly at our current geographic pole. You might say that the collective unconscious orients itself to the geographical pole, or as many people would say, to the Sun. The more data you gather, whether it's in a region, one country, one continent, or the whole world, the more obvious it becomes that contemporary buildings add up to the geographic pole. There is no contemporary culture defined that has a preference for a specific orientation other than a cardinal orientation. It is undoubtedly interesting research, which we implore you to peruse further. We will keep you posted on future developments regarding Mario's work. Giza is a literal treasure trove once lost to antiquity. Due to the sheer enormity of the Great Pyramid and its two slightly smaller neighbors, it's undoubtedly the greatest ancient wonder anywhere on Earth. A smorgasbord of mysteries drenches the plateau and beyond. Throughout Egypt, incredibly intricate, accurately carved, enormous stone megaliths and surviving temples can be found. The Great Pyramid of Chiyops, which contains the claim sarcophagus of Khufu, which would not have fitted into the structure, this regardless of how they created such enormous yet astoundingly plumb structures set over such a large area of space and indeed with the weight of the stones used. The global alignments to these monuments also match the known speed of light. The depth of the mysteries of ancient Egypt we have only but scratched the surface of. We do not know how the pyramids were built, and we are no closer to an explanation which is logical for why they were constructed, regardless of the illogical rubbish taught today than when rediscovered. One said mystery is yet another curiosity surrounding water, the other namely the water controversy of the erosion of the Sphinx. The severe undulating erosion upon the walls of the Sphinx enclosure undoubtedly show that the Sphinx had been heavily weathered long before the Sahara became a desert. Therefore one must suspect that it could indeed be over 9,000 years old. Not knowing exactly how much rainfall there has been in the distant past, the Sphinx could indeed be far older than this. The most notable scholarly advocates, Robert Scotch argues that the Sphinx may be far older than 12,000 years. Robert Beval and Graham Hancock proposed that the Sphinx may have been built around 10,500 BC during the last Age of Leo. Anthony West believes everything on the Giza Plateau testifies to an advanced, secure and long settled civilisation. Therefore he suggests that the Sphinx may have been built not during the Age of Leo, but the whole processional cycle earlier. In around 36,000 BC, a date he feels is more in keeping with the history of Egypt as chronicled by certain Egypt kings. We fortunately know from analysis that the limestone blocks dug out from there were then used within the building of nearby Sphinx temple. Interestingly, no other site in Egypt shows the same type or degree of erosion. It pertains to a dusting of curious drainage systems found built into or rather just below original temple structures. The peculiar thing regarding the enigmatic flow chambers is not only their tiny size, as if harvesting rather than to be used for ancient drainage of precipitation. However, if indeed proven for the removal of rainwater, it would defend additional alternative historical theories regarding the posit of how the Sphinx lost its nose to rain. This pushes its date of construction, however, into an era not acceptable within modern paradigm. What were these curious channels? What were they constructed for? The channels focused upon in this video can be found protruding from beneath the north side of the Sphinx temple. These enigmatic channels have been studied and examined by a number of Egyptologists and enthusiasts alike. The diagrams created showing inner designs of these mysterious features have shed no light on their original purpose, as if one did indeed simply perceive them as drainage systems, they are practically far too small in diameter. Additionally, this channel in particular actually angles inwards toward the temple itself, as if the creators were instead feeding fluid into the temple itself. The mystery remains unsolved, yet regardless, we find these anomalous channels highly compelling. No other ruins anywhere on our planet is surrounded with more controversy than that of the great pyramids of Egypt, or indeed its accompanying plateau. There are many factors to consider when it comes to Egyptology, within academic fields there are many no-go areas of study. Although hard work and research within permitted areas has taught us a great deal about the previous 4,000 years of the site's inhabitants, yet regardless of the most astute academic thesis, there remains three proverbially large elephants in the room. When it comes to a full or even a mere fraction of an explanation in regards to the origin of these seemingly impossibly huge pyramids remains patiently absent. No accounts, illustrations of any kind from the era exists. It is simply illogical, especially when one considers the sheer feet these structures must have been. We have presented many previous features, polygonal masonry being present on the pyramids. Eroded yet younger casing stones, protecting inner megaliths, clearly of a tremendous age. Salt sediment found encrusting the lower chambers, and so on, suggesting not only that the pyramids are much older than currently claimed, but were pre-flood ruins. Thus, questions arise. Just how old are the great pyramids? In addition to our study of the pyramids, we have also, in the past, asserted that the Sphinx was originally a lion, which interestingly correlates to the following hypothesis with fascinating accuracy, the Orion theory. The coincidence with pyramids aligned with Orion's belt and other significant constellational positions. Baval and Hancock support the theory, believing the great Sphinx was begun in 10,500 BC, creating reference to the constellation of Leo and the orientation of the entire complex with the Nile River and even Milky Way, claimed by them as connected respectively. Zeptepi, using similar methodology, put the age at over 13,000 years. These are clearly astonishing proposals, but the current paradigm for their chronology, we feel, is far too short a time span. And due to our own research, which has uncovered evidence indicative of pre-flood origins, copper tools for such an accomplishment, a mere insult to intelligence. Yet, thankfully, due to these various takes on events, their age remains highly contested. And to us, a mystery, which is incredibly compelling.


Hello, I'm Sarah Hutton, Interim Dean of Libraries at the University of Massachusetts Amherst where I'm also a doctoral candidate in the College of Education. I'm a technical standards researcher and author with the Internet of Production Alliance as well. During this video, my colleague Margaret and I will be talking a bit about our case study of using wildlife data to develop history and science curriculum for K-12 students. Margaret Crone is a doctoral candidate in the College of Education.  Here we have the WEB Du Bois Library where I work. At 28 stories or about 88 meters tall, it is an ideal location for falcons to nest. And this over here is a reference to the Massachusetts Common Core Standards which provide curriculum frameworks for teachers across the state, formalizing the expectation that all students in the Commonwealth have access to the same academic content. Our case study provides a foundation for bringing these two communities together. The collection of wildlife data from our nesting falcons and the application of the Common Core into an open curriculum that can be shared with collaborators across the state, country and the world by leveraging the power of collaboration and partnerships. But before getting into specifics, I want to express my gratitude to our donors who have contributed to our sustainability fund without which this work would not have been possible. We use this fund to sponsor projects such as this one we're talking about today in this video. We use the fund to publish also Paper Bark, our literary magazine, and we use the fund to sponsor our undergraduate sustainability research award, which promotes in-depth understanding of sustainability topics. I have been incredibly impressed by our students' work, the recognition of which would not be possible without our sustainability fund. So again, a big thank you to our donors. So, getting back to that tall library in our falcons, Peregrine Falcons have successfully nested on the roof of the Du Bois Library at UMass Amherst since 2003. The most well-known pair, which nested on the library from 2003 through 2014, hatched a total of 37 checks. We've worked with David Paulson and Tom French of the Massachusetts Division of Fisheries and Wildlife for years, banding the falcons, studying the falcons, and in collaboration with many departments across our campus, we installed this falcon cam, which you see here, which has become wildly popular throughout the Pioneer Valley and around the world. We started hearing more and more from local K-12 educators that they were using the falcon cam in their classes, particularly over the course of the pandemic, since it is a free online resource and incredibly engaging for students of every age. Now over the pandemic, I, like many of the folks watching, have been struggling as an educator to identify ways to offer experiential learning opportunities to students remotely. As someone who offers teacher education in making maker spaces, I engaged in so many new ways of experimental learning over the past couple of years, and it really got me to thinking about how we could connect this free online resource, the falcon cam, within-person hands-on experiences by developing an open curriculum. Having used the Sustainable Development Goals as a scaffolding for my teaching in making and maker spaces, I drew from the SDG's recommendation to leverage the power of collaboration and partnerships and looked at bringing together a conversation of K-12 educators, wildlife and library folks, to explore how we could create an open, free curriculum to bring the falcons into the classroom. I connected with Maggie a while back. We were actually planning on traveling to the ALT Place-Based Summit in London back in 2020, which, as you know, turned into an online summer summit. I was familiar with her work as an educator and her shared passion for open education, so we worked to get her a funded appointment to develop this curriculum in collaboration with our team. And now Maggie's going to talk a little bit more about how we went about developing that curriculum. And I'm Margaret Crone. There were two main ways that we categorized the process of developing the curriculum. The first step was to meet with our collaborators and examine what sources of falcon data and information we could use to create diverse, multimodal OER for all to use. It is important to note that our collaborators shared, especially the early childhood and school-age teachers, what resources we had made available in prior years and how they use them. From there, we created a list of resources that included those and expanded upon them. The second step was to create a groupings of the type of falcon OER that could align with the common core standards and systems already in place. Once we examined our own falcon data resources, we were able to generate four categories including migration and geography, anatomy and life cycle, animal behavior, and conservation and policy. We also wanted to increase the sustainability of the falcon curriculum project beyond the OER framework to also include different aspects of sustainability, accessibility as well. As part of the call to action, we plan to incorporate the universal design for learning principles in all lesson concepts and resources developed. Some small examples of this include using multiple means of action and expression, engagement, and representation. We created concept maps of lessons that aligned with the disciplines in the Massachusetts Common Core Standards associated with science and engineering and history. As you can see in the sample here, each concept map clearly defines the standardized discipline, grade, and time allotment of the lesson. In addition, the concept map aligns the specific educational standard associated with the Massachusetts Common Core Standards to help educators teach the Common Core creatively. The next section includes ideas as to how teachers can use the falcon data to discuss key learnings, unit essential questions, and what resources are available to educators using the falcon data. The final section of the concept map includes a breakdown of each of the individual Common Core Standards in the lesson essential questions and associated vocabulary. The goal of the curriculum design is to give teachers flexibility in how they want to address these questions but also remain focused on meeting the requirements of the core curriculum. While we use the Massachusetts Core Standards and curriculum framework, this can easily be adapted to your current school districts and standards. Once we had categorized and formulated how we were going to use the falcon data, we then went to the Common Core Standards in the disciplines of science and history. According to the groupings in the Massachusetts Common Core curriculum framework, there are four main groupings of grade levels, pre-K through second, third through fifth, sixth through eighth, and high school. As you can see, we aligned with these divisions in terms of lessons. In terms of application, the falcon data had the greatest number of applications in science as opposed to history. One of the other major barriers to this project was incorporating the domain knowledge and collaborating efficiently and effectively with other community members, like people from the Massachusetts Wildlife Department, local teachers, other librarians, and social media folks involved in the falcon project itself. In summary, we were able to create an open-source teaching curriculum. In this curriculum, using local wildlife data, we were able to look at animals in regards to their anatomy, behaviors, and mechanisms of survival. Using new technology about falcon migration, we were also able to creatively create lessons about geography and migration. We also created developmentally appropriate lessons of government structure, principles of citizenship, policy, and explicit examples of how humans interact with the environment and the repercussions like climate change and conservation. We also identified barriers to the project and conducted problem solving to help the project move out of an idea to an actual product that educators could successfully implement. Our curriculum is still very much a work in progress, but wow, are we making progress? In addition to Maggie's work on developing concept maps and engaging assignments for our open curriculum, we also have students developing openly licensed illustrations of our falcons to incorporate, as you can see here, a lovely CC by Image by UMass Amherst alum Chloe Deely. We are also continuing our Falcon, an annual conference dedicated to bringing together educators, wildlife experts, and community members to discuss environmental conservation and how we can support falcons in the New England area. The conference materials are all held in our institutional repository, ScholarWorks, and are freely available to anyone seeking to learn more. As we continue development of our falcon curriculum, we will most likely be publishing the content on the PressBooks platform, which is supported by our university libraries. Everything will be Creative Commons licensed and available for adaptation and adoption by educators. We're excited to integrate interactive exercises developed using H5P, illustrations, interactive migration maps, and more into a packaged PressBooks curriculum. As we continue this work, we invite you to join the conversation. This bitly link that you see here will bring you to a folder with one of our curriculum concept maps inside for which we invite feedback. There is also a general feedback dock in there where you can leave questions, comments, and your contact information. And there's also that illustration of the falcon if you're interested. Thanks for watching. We look forward to hearing from you.


Morning, Antoni. I don't sound like a broken record. Seven games in the Premier League, no win. How did you change that this weekend? We knew it was a possibility obviously, we didn't want to be here, we wanted to be with more points. But now I think I perceive like in the next games we will see where we are exactly as a football team and the first chance we have to obtain the first win is tomorrow, Everton away, a club that is with us in the standings and I think it's a good chance. You've dropped eight points from winning positions which shows you're doing something right, there's a positivity about the way you start games but clearly things are not ending the way you like. Does there need to be a change of philosophy or a change of approach when you get into those positions or do you carry on playing the way you are? No, especially I think both games we lost after scoring first is Liverpool away and Brighton away, where we started really well those games but we couldn't keep the same level for the 90 minutes. I think we need a full compact game, 90 minutes and especially we need not to make defensive errors that cost goals. At the end of the day we didn't play well after the first 20 minutes but we consider easy penalties. At the end there are two goals, the first goal is a bit strange, there is a rebound but we lose the position. So these big errors in our boxes are taking us from the point I think. Obviously it's frustrating for you as a manager, you set the team up, you have a plan and moments in games are costing you. How do you eliminate those? How do you stop players making errors? Is this just something that will happen? Yes, it's not like it's a matter of luck or a matter of no, a rebound or a second ball or no, you have to be focused 90 minutes and that's what the big teams do. They don't make mistakes, especially in their own box and we have to be really focused. Even if you are, because some players have played amazing games, you make just one mistake because you have one goal and your very good game becomes a bad game because at the end you've done a lot of very good things, difficult one against one, difficult defensive duels and at the end it's just three seconds you lose your focus and it's not worth it. But for you personally, no changing game plan, no changing philosophy, you're going to carry on doing things the way you want to do it? Yes, we have very clear. What we want to do, how we want to do it, we know that we have to be better in the things we are doing but we know how we are going to try to do the things. It's very clear. As you've touched upon up next, Everton, they have a 100% losing record at Goodison Park so far this season. Does that make things easier for you or harder knowing that that environment has not been kind to the team but the atmosphere that's created by the fans could be another big factor for them as a positive? No, it's too early to take because they haven't won now in these three or four games. It's too early to take big conclusions. In every individual game something happened, I feel that they've been the better side in a lot of games they've played. It's true, especially the games they've played at home. The other day, I think they were better, the World's game, they were better. They won a very good match against Bramford away. They are very good in certain aspects of the game. We have to be ready to defend a lot of crosses. They have very good wingers. I don't know that we'll start but they have very good wingers. They have a lot of players arriving to the box and they are having chances. So we have to be ready to defend a lot of crosses, to defend set plays because they are one of the best doing these things. Sean Dyche is an experienced Premier League manager. Statistically, he loves playing Bournemouth because he wins most of the time. He's won the last five but it has a very different style to a lot of other Premier League sides. When you do your analysis, when you look at ways to try to beat Everton, what comes to mind about his approach? I know you've touched on it a little bit there. Yes, I think they are physically very powerful. They have players that cover a lot of space.  And they make big their pitch. They have, as I said before, very good wingers. So we have to be ready. Even Pickford with his long balls, his kick is very, very long so you have to be ready in two, three seconds to defend inside your box. It reminds me a little bit of the game we played in Bramford. It's not the same but this kind of game where you feel you are good and then you are defending even a long free kick or you have to be very good inside your box. In terms of team use, I know there's been a few welcome returns. Could you update us on who's available and who's struggling? Yeah, the availability will be the same that last week. I don't think there are no changes so I will be the same players last week against Arsenal. And Tyler Adams of course has been slowly working his way back to fitness. We see him get a little bit of action recently. Is he now in a position to start a game for this club bearing in mind there was a significant investment? No, no, Tyler, we don't expect him soon. Again with us. I think the medical staff is analysing the situation. They are asking different specialists to take the best route we have. And we still haven't decided but whatever the solution he takes or we take, we don't expect him soon on the pitch. Thank you. Is it the same problem that he arrived with? Yeah, it's the same hamster. So did that happen in the league cup game? He's not feeling well. He played some minutes because he wanted to give it a try but he didn't have good sensations. Now we are in a stop because something is not going well because you've done all the previous things so you should be ready to perform well and things are not going well so we have to think in another solution. I think even a soldier is not out of the question. It's a possibility because we have to make sure that once we have him we have him with any issue, 100%. And I think they are analysing everything now and we have to take a decision. How did you react to that setback?  Yeah, obviously we've talked a lot about him. He's a very important player for us in his position also because of his character. Even if he's still young, his experience, he has some leadership that is really good for the team but it is what it is. We cannot change. How's he because it must be a huge setback for him after being out for so long and then thinking he's back? Yeah, I think it has been hard for him because he has been pushing. He wanted to be as soon as possible with us to help the team but we cannot change. I think after the surgery he had last season, things haven't gone well. So probably there was something that was not correct and he has to find another solution. As well as the likes of Lewis and Joe Rothwell have coped in that hole in the midfield that was left by Jefferson Lerma, how big a hole is that? How big an issue? I'm really happy with the performance of Loo. That is the one that is starting past games. Also Joe against Stoke, I think he played really well. So I think they are doing a pretty good job. We are probably changing. The other day we started with Ryan Little lower than Philip. I think both of the players are more at number 10 but we need someone else there to connect between these six and ten. Depending on the opponent we have different options with Ryan, with Philip, with Junior, with even Loo or Joe who could step a little bit more. We have to find the right partnerships there. Thinking back to last weekend, the performance was so different to previous. How do you tend to react to a defeat on a Saturday night and a Sunday? How does it affect you? Was this weekend different because of the type of performance? Yes, I think we talked after the game because obviously you can lose against Arsenal. We lost some games before but I was really happy. From the first six games we played in the league with our things but I was happy. The other day I think we played properly for 20 minutes and after these 20 minutes we considered the goal. We started not pushing with the same intensity and that's not who we want to be. So I think we kind of reset. We've trained really well this week and I hope tomorrow we have a good performance. Against Brighton, straight after half-time they scored and went ahead. Against Arsenal, not quite so soon after half-time but again soon gave away the penalty. Is there something in your half-time team talks that needs to change? I don't know, against Stokes it was completely different. We played that in the first half, we were much better after half-time. The thing is you have to be good for 90 minutes. At least you don't have to whenever because it's difficult to play perfect 90 minutes. But when you are in your best moments you don't have to concede. You have to survive these 5-10 minutes especially when you play away. You know you are going to have whatever you play, where they are pushing, where there is momentum to go through these 5-10 minutes without conceding. I think it's a thing of maturity in a team that we need to find.


Without further ado wanted to introduce our first speakers. We have Jasmine James and Chris Bolton from Delta You probably heard Jasmine give a keynote and she teased this talk and I think everyone's really excited for it So let's have a round of applause for Jasmine and Chris. Thank you so very much John. Well, welcome It's after lunch. I'm hoping we can get some energy going here. I know everyone's nice and full So the title of this talk today is how we're leveraging cloud native to be to make Information technology a differentiator at Delta So I think we're gonna start it off with some introductions talk about our team a little bit And then we'll dive deep into our journey with Paz at Delta. So I'll start with the intros So my name is Jasmine James. I'm a manager of the DevOps Center of excellence at Delta So what is the DevOps Center of excellence? It we essentially provide guidance and best practices as well as tooling to enable DevOps at Delta And Chris go ahead. I'm Chris Bolton I am the lead engineer for the app dev portion of the Paz team I focus primarily on the onboarding process the developer experience and the supported technologies for the platform Yeah, so I think we need to talk a little bit about what the Paz team is and really how our team has evolved over the year So initially in 2017 Chris and I started about two months apart at Delta And we solely focused on creating a tool chain I talked a little bit earlier this morning about our legacy tools that were not cloud native friendly at all So we were tasked with bringing in all of the new tools making sure they were ready for developers to start adopting those So since then we've kind of like evolved into like three different arms I think now so we have our core dev tools team which managing manages and administers the tools We also have a speed-to-market dojo that enables Development community through education and immersive learning and we also have the Paz team which I'll let Chris talk a little bit about And this is also our first slide. Oh, there's that okay So yeah, the Delta Paz team is an agile or cross-functionals team that acts as a lean Startup so if you notice the cross-functional aspect to the team That really means if you work in a large organization, we're broken down into different orgs So we have a security org we have an infrastructure org and we have an application services org So really we came together to form one team and we call ourselves the Delta Paz team And so the Delta Paz team really focuses on four different sub-products So developer experience onboarding process supported technologies and platform lifecycle So the developer experience is really around the automation of what makes the developers life easier So we listen to our customers developers at Delta and just try to automate processes for them to make their lives easier The onboarding process is basically day one to production So I just look at okay if a developer joins Delta today What do they need day one and then what do they need to get to production? So then the supported technologies is the middleware basically so It's something we've kind of term supported technologies at Delta It's really what containers you can run in production on OpenShift So we even have a way that if you want to bring your own container if you're an app team And you want to use something that's not a part of our supported technology I don't know kits or whatever You can bring your own container as well and it has to go through something called our architecture review board But then and then finally the platform lifecycle that is basically our cluster lifecycle so lab all the way up to our production clusters and I primarily work with a guy named Aaron Morris and he's the leader over the infrastructure side And we work together to really make one holistic successful platform as a whole to like the app teams at Delta Yeah, so one thing to add about the past team So we talked a lot about cloud native and being multi cloud This was our first stop on our cloud native journey So we implemented OpenShift within our on-prem data center and we've since enabled a lot of development teams to deploy there So the next step in our of our journey is to enable teams to kind of stretch into the different cloud providers that we're going to work with In the future so all the products we plan on just carrying them forward within each individual multi public cloud Alright, so moving on to our tooling. So we talked about the past I talked about tools this morning kind of but I'm just going to kind of talk through exactly what our Implementation was maybe some of the challenges we had in implementing some of the tools I'll cover the CI and Chris will cover the CD. So kicking off this kind of Picture here. We start with the plan phase. So we use something called version one anybody familiar with version one. Oh I someone looks scared. She's like, oh, man horrible. Oh, man No, okay, so a lot of folks use JIRA for this But because we're working on kind of scaling agile at Delta it it more readily supports our Team of team. So we're using version one for the software development life cycle And as you all know get lab as well. So when we first started our journey with get lab It was solely create, right? We were leveraging for for version control distributed version control So upon implementing that we thought okay There's a lot more features here that we weren't really counting on leveraging So we kind of put those other features on the back burner and got with and got what the developers were asking for Which was sona type nexus and Jenkins for CI? So in implementing sona type nexus we you know, of course created our internal repository that Proxied our maven central MPM JS all of the the large Module providers out there and that way our developers could come to one internal place for all the dependencies that they were seeking We were hoping in the future to provide visibility into what open source libraries They were using so that we can eventually hopefully govern that and provide some visibility into any just risk that was out there So after implementing that we got sonar cube, which of course we used to manage code quality and to ensure that our development Community is not building in technical debt to all the new development that is happening at Delta We're also very very very focused on implementing test-driven development As you all probably know that is a huge Mindshift for a developer to make especially if you're not using you used to writing any test at all So writing tests first it seems like whoa, why would I ever want to do that? So we're working very closely our dev practice lead is actually right there on core. You want to wave your hand? He's the driver of that and he has a very hard job. So thank you anchor for all that you do All right, so moving into this CD portion. I'll throw it over Chris Yeah, so I worked with Jasmine a lot on the CI portion in 2017 We really both joined Delta and then worked on bringing in get lab nexus and our cube, etc So some of these other ones We actually didn't help bring into the company other teams did But we use service now for our change management process incidents and things like that We use open shift as our past solution So whether that's on-prem or public cloud and then we use Dynatrace and Sumo logic for logging and monitoring So we didn't really have a big I Guess insight into bringing those into the organization But they do play a poll, you know part of the whole picture. So But one thing I do want to note on this slide I guess is if you're looking at just kind of the whole picture Across the board if you look at this slide it took six teams to onboard all of these tools into Delta And so and then today we have four different teams That represent all of these different tools and there's even more tools out there that are not on this picture But if you are an app team at Delta one thing that we're looking at is okay I'm an app team and I'm starting to become a dev ops team and I'm having to onboard all these different tools So basically now I have to Engage four or six different teams to kind of onboard to their product, right? So I have to go to the Dynatrace team and I have to you know Get that set up in the Sumo team and get that set up and then open shift Etc. Etc. And so what we've found is we've done something called a metrics-based process mapping exercise And if you look at kind of all the tools and everything they have to go through It's quite a lot. So one thing we're starting to look at going forward with some of our tooling is okay What can we look at from a holistic viewpoint of okay? When a developer an app team comes forward and they need to use all these tools How can we make that more seamless to the app teams? How can we get them up and going faster so that it's less taxing to the app teams and just kind of a waste of Their time and a lot of admin work. So that's one thing We're going to be looking at as far as kind of like pipeline goes Yeah I think one thing to add to that is that a lot of the teams that we just talked about the Dynatrace team Sumo logic They're not familiar with the infrastructure as code concepts So we had to have a you know really like an education session with them to get them familiar with these concepts So that they can leverage the automation to enable our development community further So that was another step that we had all right good All right, so this is like the meat of our talk and it's the timeline of our cloud journey at Delta I hope that you all can kind of see that but our first stop was Q1 of 2017 so I start started this morning I talked a little bit about Before a whole joining the company and focusing on availability and reliability So in 2017 we kind of kicked off the process of what type of waste are we introducing at Delta? so we did some research and figuring out what what areas were we wasting the most time and Out of that conversation, you know infrastructure one of the number one on the list infrastructure it took I think four to six weeks to get a server provision and all of that time that developers were waiting was is Was waste really so We started having conversations with past providers to just really enable developers to quickly provision Infrastructure and have it just ready to go when they were ready to deploy to it So that was kind of what kicked off our journey and Chris actually had a hand in selecting our our paths that we went with Which was red hat so I'm gonna throw it over to you to talk through what that selection process was like Yeah, so first on the infrastructure side. I think it was more like four to six months. Okay It was a long time so that's it took a long time for You know developers to get up and going with infrastructure and different things like that So we were definitely looking at different paths providers and one of those was open shift and so we looked at open shift and we did a six week POC with red hat and We basically just worked with an app team and and just looked at kind of the product and worked with them And we just we signed a contract with red hat at the end of 2017 And we made that the the paths for Delta So that kind of kicked off initiative of just the past first mentality that you know We're everything's past first going forward. So, you know developers they think they know we have a past solution They don't really have to worry about the infrastructure as much. They just know, okay We have production clusters out there and they can start deploying to this production clusters So it got them up and going a lot faster. But before we got there we went to we first started with Three pilot teams in Q1 and so we actually started not as the Delta pass team We actually started as the cap team. It's the container adoption program And so this is really just kind of a project spike Where we said, okay, we're gonna do this thing for six months and we're still kind of in that stage We haven't really gone from project to product But cap team was kind of a project spike where we took three applications and we said, okay We're gonna deploy these three applications to OpenShift We're gonna, you know build the infrastructure and the clusters as we go up to production So we actually picked three applications. They were checking API airport inquiry and another one I'm drawing a blank right now. So checking API is actually really cool checking API was It basically is seamless check-in So if you fly on Delta and you fly on another partner airline when you go check in on Delta It checks you went to both flights at the same time So if you've ever flown like say Delta and American Airlines You've had to check in on Delta and then have to go check in on another airline like American or something like that So that one is now in production and running and it's supposed to be a seamless check-in experience for our customers They don't have to do multiple Check-ins. So that was really cool To see that go live and take traffic and then that's when we started to form the the past team So we said, okay We're not, you know, we get the whole project thing. This is gonna another project spike whatever We're gonna try to act as a product team. That's where we want to be we want to form a backlog of items We want to see what our customers are needing and we don't want to just have to go off and try to leave this here and go You know eventually have another project spike come along so we formed the past team and we kind of just stuck together in a room and You know, we're busting out of that room now, but basically, yeah We just said, okay, we're gonna do this and we're gonna have features and a backlog and that kind of thing So and then along came at mod. Yeah, so Out of the past team and the cap team implementing those three pilot apps There were some patterns that were established So we were able to figure out what it took from start to finish to get an application from ideation All the way to your production. So that was a good thing that we established So out of that pattern came application modernization efforts so at Delta we have a ton of applications that can do many many different things so in Q3 we began identifying the applications that should be retained retired or we platformed into more modern infrastructure So 60 applications were targeted for replatforming into more modern infrastructure and that became our application modernization effort So we brought in a large team of individuals that went on to implement these 60 application Use using middleware such as jboss eap open JDK. I think there was some node in there No JS no JS in there as well And this was all new territory for us because we had used standard middleware before but now we were trying to figure out Okay, how do we get 60 applications through? I think it was in like a six-month time frame or a nine-month time frame is about six months six months So it was very very intense But the great thing out of that came out of at mod was an established pattern for now middleware So with middleware we had standard legacy middleware at Delta. We had I think blade logic We had some web sphere in there things like that But when utilizing these new metalware technologies, especially in conjunction with the past We had to not only get the app teams up and running but get the middleware teams up and running So we had a chance to partner with them and bring them into the past team so they can contribute those Images and things like that. So that was really beautiful So after at mod we really had a community going So we had all of the app teams that were now in production from at mod We had the three pilot apps. So we had a little community thing happening So we did what anyone would do we started a slack channel so that we could get the community to support the community that For everyone that was using our openshift platform as a service and another important important piece of this The community aspect was passport. So it's this is a very clever name passport So all of our documentation now lived in one place. So those patterns. I talked about that came out of the at mod effort We had all of the documentation there so that everyone could consume that and your delta organization Fast forward to Q1 of this year We're really focused on developer experience as I talked about so making it easy for developers to get onto the platform and Creating a low barrier of entry. I think one of the key things that we put out this year with certificate management So not having to think about oh, how do I get this certificate applying it to? In open shift and actually creating automation around Annotations within your version control to say I need to start give it to me So I think that was really cool. You had a hand in that you want to talk more about it Yeah, just to add a little bit to the past community as well We have about 400 people in the past channel now They can get a little noisy at times But it's a it's really great because everyone basically at Delta knows about it and they go to it and it's growing and A lot of times, you know, it's just a simple link like oh, here's a document, you know That we've created for this question or whatever so And then we've even had people out in the community You know answer questions and help us out as well as all of our Anything with open shift is all in get lab And so we basically kind of done the inner source thing and said, you know Hey, if you want to add documentation or if you want to add some automation or something like that Hey, you know go here and you can do it You know, I'll put in our backlog and we'll you know get to it and whatever couple sprints or whatever, right? So that's been really really big and really fruitful for our organization So and then on the developer experience side. Yeah, the certificate management. So We started out with a certificate management. I know that Jetstack has created the cert manager and at the time we use Venify as our store for certificates At the time cert manager was a little earlier on and they didn't have Venify as an issuer so we actually Worked with red hat to create a product called cert operator And so we did a lot of work around that to automate the routing layer and open shift so that we could just automate that Certificate level So that was really great It just provided an easy way basically an app team would say I need a cert And then it would just go to Venify create a certificate and apply it to their route It was very easy for them. It's fully automated They did everything through a pipeline, you know everything was in their git lab repo. It was it was really great So then that was awesome. And then after that we basically kind of rolled into q2 of 2019 where all of our infrastructure was on just temporary hardware so then we started moving to the permanent hardware we call it and So basically we we had our clusters and we built clusters on the side and we said, okay You know, these are the permanent hardware for applications now, you know, you have to migrate over here We did side-by-side clusters instead of in place upgrades since anyway, but Basically what that enabled is our mission critical applications That was kind of the whole initiative of this permanent hardware aspect and moving away from some of the old So some of the applications that are onboarding now are something like snap so snap covers You know baggage and things like that.  You're talking to snap in the background that enables other other applications to onboard as well So that was kind of the effort of q2 So and then going into q3 is Basically securing images. So we talked about some of our supportive technologies and that kind of thing It was really about, you know, we have one central repository for all the containers Based middleware containers that can run on our platform and we've kind of taken the approach of you know Here's all the containers we can run and if we create a cluster We basically just run our pipeline against that cluster to Make all the images available to the app teams So it was basically about securing those making sure they have like the Delta cert to them and that kind of thing But you know kind of the Delta labels or whatnot on there so that's been you know also Really awesome because we've had app teams contribute like agents and we're looking at like get lab runners and things like that For the community and you know pretty exciting stuff. So do you want to talk about the q4? Yeah, so into encryption and fully automating our process So we talked about onboarding in the beginning and how disjointed that process sort of is right now So our goal for q4 of this year is to automate automate automate How can we make it easier for application teams to onboard and how can we make that process just really? You know predictable So what the first thing that we're going to do is automate the provisioning of sandboxes for us That's the first step for developers to get a sandbox within the open-shift environment Pick and choose which middleware technologies they want to leverage and just get their feet wet essentially because if you think about if we enable Them in that way we can have more people getting educated just really based off of that based off of automated sandbox provisioning and then we're going to take it a step forward further into higher level environments like DVL and and hopefully Eventually production and that that I think will help us kind of onboard a little bit faster in the end going into 2020 So that is q4 Thinking forward to 2020 now that we've signed deals with public cloud providers We're also looking at installing an open-shift within the public Cloud providers that we've selected so that we can kind of prove out What are some of the models that we're going to have when are we going to choose to leverage the public cloud? And how are we going to facilitate that from a development standpoint? So I think that's definitely one thing that we'll have to look at in 2020 any 2020 thoughts for you Well, has anyone worked with operators yet because that's that's what we're basically using to automate all of this You know the automated sandbox provisioning. It's basically just an operator sitting there Someone just goes to the cluster and automatically provisions a namespace for them Some things are get driven So we're looking at a lot of the automation and just really how do we if you go back to the tooling slide How do we on board someone and just a holistic manner so that it's it's more seamless It's less taxing to the app teams and that kind of thing so continuously improve that process and Make it faster and like she said we're we're going to AWS as well So we're going to be running open shift out there and right now We're kind of in the sandbox land for AWS But we do have a few applications that are going to be going there as well So that's super exciting because we'll have some running on-prem and also in the public cloud And so the communication back and forth and those kinds of conversations are happening But so it's pretty exciting stuff. Yeah new challenges very exciting So hopefully this time next year will be back to share more about how we've grown in the public cloud space But I hope that our cloud journey has been meaningful and educational for you Looks like we have about six whole minutes for questions. So does anyone have any questions and Someone's gonna go on the mic One question about data data leaks Do you process any kind of data in the in open shift? Are you connecting? To I don't know. I mean, do you have a spark? How do things like that running open shift is see separated or have you switched your your Work load something something like that Yeah, so right now like the four Things we can run an open shift or open JDK J boss EAP JDG and no JS So there's no persistence on open shift yet right now our backing services cluster FS and so We can't run any databases right now. Basically, that's We've spent a lot of money off platform for database Hadoop etc. And so but eventually yeah, we are looking to potentially run some pieces on there In the near term probably object or object store type stuff And so yeah, we're looking to replace cluster FS with like something like pure storage or something like that. So Any other questions? Yeah, hi guys, thanks for the presentation a question I had you in the beginning of your presentation or whether when I came in you mentioned that you are Or are transitioning or did transition to test-driven development? My question is when did that journey begin and who initiated it in your organization and who supported it I'm trying to look at the culture side of the test-driven development. Yeah, I would say that it started Right around when on core joined our team in early 2018. I would say Little bit before that so on core came from a large channels organization where they were already doing these things But our challenge from a COE standpoint was propagating and disseminating that knowledge across the organization So that we could provide the best practice and practices in direction First and foremost, but then from a dojo standpoint also teach teams how to do this So that was a large piece not only just mandating it but also teaching them from the ground up What is test-driven development? What are the benefits and our CTO? KK he supports supported us in this educational I think journey I would call it Through funding the dojo and allowing us to kind of build out curriculum and provide that to teams And he's fully supported by our CEO CEO Rahul Samad as well So we have lots of support for it and the value is there We just have to get people to just do it I think and a lot of that is the enablement that is happening in our speed to market dojo right now