Have you ever met that one kid who always brings his laptop wherever he goes? Like two classes, to the library, into bed, and even into the bathroom? Yeah, that kid was me. I say was because now I'm almost too afraid to look at a computer screen. It all started maybe three months ago when I bought myself a brand new laptop. I didn't buy it from resale, didn't find it on the side of the road with a do not use sign taped to it. I just walked into a store, plunked down my cache and bought the sucker. It worked just fine, no strange files, no flashing pop-ups, nothing was out of the ordinary. Hell, even if it had been, I wiped the entire hard drive within a few days to change the operating system. I've never been a fan of the, for lack of a better word, tabletty feel that Windows 8 has. So I swapped it out for some good old fashioned Windows 7. Again, I got the Windows 7 copy from a reliable source. An old family friend of mine did the whole installation for me. He's always been my go-to guy for computer work and he didn't let me down his time either. My copy of Windows 7 ran perfectly. I had the full Microsoft Office set, got my internet set up with Chrome, and set about using my laptop. Nothing about it seemed strange, until one day about two or three weeks ago. As I was surfing the web, I got a pop-up. As someone who stored a lot of important files on my laptop, school projects, some fiction writing I had done, and my iTunes library to name a few, I kind of freaked out. It wasn't one of those, you are our millionth visitor, click to claim your free iPad kind of pop-ups. It was the worst kind of pop-up. A talking one. Your computer is infected with malware. A rather upbeat voice told me. My blood immediately froze. Great.   To get rid of it would probably require another hard drive wipe, and even if it didn't, my files had already been corrupted. But then, the voice continued. That's right. This computer has been infected by some of the shittiest comedy known to man. I wasn't really sure how to react. Was this virus messing with me? I watched in fascination as the fake malware report faded away to a white screen. In dark blue block letters, the words, Jason and Dan's comedy hour popped up. Slowly my fears were alleviated. This wasn't a virus, so much as viral marketing for some new comedy show. Out of curiosity, I stuck around and watched it. To be perfectly honest, it was pretty funny. The setup was that these two guys, Jason and Dan, ran a goofy talk show. The first sketch I ever saw was them interviewing Batman, who in true Dark Knight Rises form, was almost completely incomprehensible. Of course, here he was also chomping on a cigar, and constantly changing the topic back to smoking. I got sucked into it. And before I knew it, I had finished the entire episode. It concluded with a link to a website that would be hosting a new episode every week. I was hooked. Every Friday, a new episode was posted for download, and I was immediately there to watch and save the file. They all followed a similar formula, with them poking fun at movies, celebrities and pod culture. Both of the characters were interesting as well and really played off of each other. Jason was a fast talker.  Dan, on the other hand, was more laid-back and quiet, but was always ready with a snarky comment whenever the time came. It was funny, often off-the-wall absurd and all-round fun to watch. Then came the episode that got me where I am today. I got home from classes for the day, grabbed my laptop, and logged in. I made a virtual beeline for Jason and Dan's website, and found their latest episode. I started the download and it saved to my computer as KeepM Laughing.WMV. I clicked to start the video and treated myself to yet another great episode. Nothing seemed out of the ordinary. They cracked a few jokes, did a few interviews, but something just felt run with this episode. Then it dawned on me. Dan hadn't said a word. In the middle of their current sketch, which had been them just poking fun at Michael Bay's movies. Dan just walked out. Jason seemed to be a bit confused by this and kept calling for him to come back. Suddenly, he too walked off-screen, still calling after Dan. Then I heard the sound that I have since been trying to wipe from my memory. Jason screamed. It didn't sound forced or faked, though. This was the real deal. When we saw him next, he was running at a full sprint and paused in front of the camera. His shoulder was using red through his shirt. He began to cry, to beg, and above all, scream. He fell to his knees blubbering like a baby, as Dan suddenly strode back onto the screen. In his hand was what appeared to be a small knife, the same sort one would use to whittle at wood or skin apples. Without a word, Dan grabbed his partner by the hair taking a firm grip on it. He then began to repeatedly stab Jason, his blows fast and rapid. Jason's screams had risen to a blood-curdling shriek as the knife descended again and again. Streams of crimson began to streak down his face, mixing with the sweat of his brow and the tears of his cheeks. Finally, with a low gurgle, Jason's body fell to the ground. I was in such shock I couldn't tear my gaze from the screen. I had at first thought this was all some sort of sick joke, a twisted scene of dark comedy done horribly awry. I simply stared at the screen in odd silence. Dan turned his face to the camera, and I felt a chill run down my spine. His eyes. His eyes were so run.  That was what terrified me. These weren't the eyes of a monster. They were the eyes of a fellow human being. One who had become a worse monster than my mind could conjure. Dan stared into the camera and spoke two words. Cody Stewart. He knew my name. My jaw dropped in shock. I frantically tried to close the video, but to no avail. My mouse cursor was frozen and motionless. I'm going to ask you a question. He continued. What do you know about magic tricks? I didn't reply. Not much of a talker?  Magic is all about misdirection. You've been staring at this screen for weeks, Cody. Why don't you take a look above it? My heart skipped a beat. Just above my laptop screen, the little green LED light beside my webcam was on. How long had it been on? Had it been recording this whole time? How did it even get turned on anyway? Those thoughts were pushed from my mind as Dan's voice went on. Your name is Cody Stewart. You're roughly five feet six inches.  You live at the street address of 15,829 Palm Drive. I threw the laptop to the floor and slammed it shut. Dan's voice still came from it. I know where you live, Cody. Expect me soon. At that point, I did the only thing I could think of doing. I grabbed that laptop and began slamming it repeatedly against my desk. I kept smashing it long after the screen and plastic casing had cracked. No, I beat that thing until it split in half, and it turned into nothing more but shredded bits and pieces. I snatched my phone, called Updale, an old friend of mine. Practically screaming into the phone, I tried to explain my plight. I don't think he actually knew what was happening, but he let me stay with him nonetheless. I've never gone back to that house. I don't think I can. Needless to say, I don't use computers much anymore either. I very rarely can even be convinced to use a desktop, much less a laptop or tablet. When I'm forced to use those, I always ensure that I have a piece of tape over the webcam. He's still out there. He's still looking for me. And for all I know, he's still watching me.


Hi, everyone. Joe for Jaspy's casebreaks.com. I'm a dumb. It happens, you know? Per the wax party rules, this has been here since the first day we posted this promo, number blocks for a wax party breaks are not entered unless they're marked wax party, right? So it's only the people who bought spots straight up for pick your teams, right? For random teams, obviously, if you're winning your way into a random team break, the whole list gets in. But for pick your teams, especially, the random number blocks don't get in. Now for on a Monday, July the 3rd, 2023, for that 2022 Panini 1 football, pick your team number three break, I actually included all the teams and it ended up landing on a number block team and I randomized those names and that person got in. That was incorrect. Now that person is still gonna stay in. That's just my mistake. That person's still gonna stay in the promo. We're not gonna take that spot away, but we're gonna do, we're gonna re-randomize this list and do it the correct way. So the people who bought spot straight up, we're gonna reward you with an extra chance, a second chance to try to get in to the wax party. So we got Ed, Bobby, Michael, Ed, Ed again, Francis, Tristan, David, Donald, Matthew, Matthew. People who bought spot straight up, you can see the number blocks are highlighted in green. Andrew's asking, can we add more, some crown wrap? If we had some more, I would, but we don't. All right, so for pick your team three, let's copy these names, new dice, new list. Thanks for getting your team straight up in that break. Let's roll it and randomize it five and a three, eight times, so name on top after eight, good luck. One, two, three, four, five, six, seven, and eighth and final time. After eight, congrats to Donald. There you go, Donald, you got a wax party invite.  If you want an invite and your name isn't on there, definitely let me know. You can let me know in the chat or you can hit up the support right there, give me the break and the break number, then date of the break, that helps too, and then we can confirm that and make sure you're officially added to the list. So there you go, thanks everybody and pick your team three, appreciate ya. I'm Joe and I'll see you next time for the next one, hopefully, no mistakes, bye bye.


This is Tyler. Tyler told his dad Charlie that his uncle was touching him inappropriately. Charlie listened to Tyler and believed his son. Be like Charlie and believe victims of sexual assault. Sexual assault does happen between family members. No matter how uncomfortable the conversation is, start by believing.


In vertical analysis, we go vertical, we work in a column format. In this type of analysis, we express each item as a percentage of a significant total, like we try to develop a relationship between current assets and total assets. In these types of analysis, we develop a statement that is called a common size statement. In fact, we set the total value of the statement equal to 100 and we express the relationship of each item in the statement with the total of 100. In this way, we get a standardized format. In this type of standardized statement, we call it as a common size statement. On the screen, you can see a classified assets site of balance sheet. In 2009, we see that in 2009, the total assets of non-current assets were equal to 19.19% and the current assets were equal to 81.81%. We can say that in 2009, out of the total assets, the current assets were 80% and the current assets were 19% and the current assets were 20%. In this way, we can see the analysis in 2008 and 2007. If we talk about equity and non-current liabilities, we see that in 2009, the total honor equity was equal to the total liabilities of 2009. To get this figure, we divided the total value of the honor equity of 2009 and multiplied it by 100. If we talk about the current liabilities, then in 2009, the total liabilities were equal to 47.79%. If we look at the profit and loss account, we can see that net sales have been fixed at 100. This means that every other variable has been derived from net sales. Like if we look at 2009, we can see that cost of sale was 93.86% of the net sales in 2009. This left a gross profit of 6.14% of sales. Similarly, if we look at operating profit, this is 3.97% of sales. Going to the bottom, we can see that after-tax profit in 2009 was 3.66% of sales during the same year. Similarly, with reference to the statement of cash flows, we can check the relationship of net cash flows from individual activity section with the overall change in cash and cash equivalent during that particular period. In 2009, we see that operating cash flows were equal to 121% of total cash flows in 2009. Similarly, we can compare the net cash flows of each activity with the total cash flows of that year. If we talk about statement of changes in honors equity, then we have set total equity at 100% value. And all the individual items of this equity section are related to this total. If we look at the paid-up capital in 2009, then in 2009, the total equity of paid-up capital in 2009 was 7.63% of total equity. Similarly, in the same year, the total equity of general reserve was 7.95% of total equity. Whereas, in the same year, the total equity of Irritated Arnings total profit was 13.45% of total equity. We are in such type of analysis, we select a particular value equal to 100 in a column. And then we divide every item in that column with the 100. And this gives a percentage that reflects the portion of individual item in the total.


It's July and it's getting hot, just like the deals at Appalachian Wireless. All month get the Samsung Galaxy S8 for just a penny with a two-year agreement. But don't wait because the deal ends soon. Better service, bigger savings, that's today's Appalachian Wireless. Beginning Friday, a motorcycle group called the Brothers Keepers is hosting their third annual Burn Run event to raise money for a very special group of children. We're made up of both active and retired firefighters from the area and our main purpose is to raise money for Shriners Burn Kids so they can go to summer camp. Schoolcraft says nearly 100 vendors will be on hand to welcome the crowd and hopefully offer something for everyone. But that's only part of what the weekend will offer. Topics and main events we're having are the course of the bike ride which is our main thing to raise money for the kids and we're also having a car show, a cornhole tournament, we're having an auction on the stage and pig roast both days and live music Friday night and Saturday night so there's a lot going on. Since the Brothers Keepers consists of both active and retired firefighters raising money to help children who have suffered fire related injuries is something very close to their heart. When you work a bad event, a car accident or a house fire, naturally if people are hurt it doesn't turn out real well. But very rarely do we see the back end of the event. When we go to the burn camp, which we go one day during camp and help, we see the result of the fire injuries and it's real touching. The event kicks off Friday at 4 p.m. and goes until 10 p.m. and then begins again around 9 a.m. Saturday morning. More details can be found on the event's Facebook page. In Prestonsburg, I'm Shannon Deskins, EKB News.


In this video, I'm going to cover some tips and tricks for Zen Orchestra using tags, smart reboots versus no more reboots, because there's a couple of different options there, but they're all there to make your life easier for adminning these systems. And a couple of emergency situations you may run into where you have to go to the command line. The Zen admin command line is actually really powerful. It'll let you admin the entire system, but I want to cover some very specific use cases and you'll find link down below all those exacting commands that I have, because what if you lost a host that was set to master in a pool and suddenly you can't communicate with the pool because, well, they all take their cues from the master, but don't worry. It's not that hard to do. It's even easier to do when you're not doing it under duress. So I suggest testing this out in your lab like I do to show you how to do it. It's not that bad. And the commands, as I said, are down below if you just want to be able to copy and paste them because you are in duress right now and you found this video as the answer to that question. So let's get started. Are you an individual or forward thinking company looking for expert assistance with network engineering storage or virtualization projects? Perhaps you're an internal IT team seeking help to practically manage, monitor or secure your systems. We offer comprehensive consulting services tailored to meet your specific project needs. Whether you require fully managed or co-managed IT services, our experienced team is ready to step in and help. We specialize in supporting businesses that need IT administration or IT team seeking an extra layer of support to enhance their operations. To learn more about any of our services, head over to our website and fill out the hire us form at lorenzsystems.com. Let us start crafting the perfect IT solution for you. If you want to show some extra love for our channel, check out our swag store and affiliate links down below that will lead you to discounts and deals for products and services we've discussed on this channel. With the ad read out of the way, let's get you back to the content that you really came here for. Now the first thing I'd like to point out when I start these videos using ZenOrchishra is what version I'm using.  I am a few commits behind because, well, I didn't take the time to update it prior to this video. So yes, this is the self-compiled version, which means everything I'm showing you here is completely doable in your home lab by using the self-compiled version. If you're a business and I like to use this in production, I do, as it suggests right here, suggest that you use a production version of this and pay to support the project. And they have a link right here. If you're interested or you can go over to the VATES and they have some more options available. Now let's get started because the first thing I'm going to talk about is UUIDs. These are used throughout ZenServer and exposed within ZenOrchishra. This is what allows me to do things like change the name of this is a new name. And we left that in there, but all the backups and everything attached to it haven't changed at all. Matter of fact, if we go to edit one of these backups, you can see it says the new name is Bitwarden because it's doing everything by UUID. And we'll go back over here or VM. And right after you do something like accidentally type something, you can click that and it'll revert back that way. If you screw up while you're doing this, you can just quickly revert back to that last known good name. Now these UUIDs, you'll see this one right here for this particular virtual machine. It makes this so much more human readable and is what allows us to have all these different tags, names, and dynamic changes of them with the underlying OS completely understanding still what we mean. This is just a really handy admin tool to be able to do this and it persists throughout. For example, if we look at the host, every host is going to have its unique UUID when it's generated. Every VM, as I said, has a unique UUID when it was generated and even objects within here, such as storage, it's going to have a unique ID. This also allows us to rename things like storage while, and I'll point out these are all attached and running. But if we rename this and put something in front of it, it really doesn't matter because as long as the UUIDs are the same, this is what allows these to stay running and know exactly where these are. So there's not a risk of breaking something. But of course, we, when we have lots of systems and the idea of Zen Orchestra and the concept behind it is scalability. We want to be able to filter and be able to see these at scale, change them and possibly rename them to make them more human readable, which is of course, what's really important here. Now let's get on to tagging because this is an extension of that, making it more usable for people. If we go over here to our VMs, I don't have that many in this particular system. Some of the consulting clients we have have thousands of them. And these are ways you can then manage those servers is with tags. Let's talk about what those tags can be viewed. And this is going to be a little bit messy, but you'll get an idea and see some of the tags that are across these. You just click this little expand right here. But let's get more drilled down and show you what a tag does. So we can filter for tag production. And we'll just clear this out. And you can see up here we have the tag production. I've actually got a few of these saved. I've got Tom's projects, YouTube, none, just show me everything, or we can go through and go back over to like production VMs. And these are all tagged with production. And the tags can be changed dynamically. You may have noticed I labeled this one red, and this one blue. Blue is the default. They actually added an option more recently that allows you to change the colors of these. We can click here and then click advanced tag creation. And we can look at the existing tags and actually change the color of them. So if I clicked on this production one here, we can add a color, pick the color we'd like, hit okay. And now the production has been changed to purple. We go here, click this little advanced again, pull one of these tags up such as the production one, and we can simply remove the color and it goes back to fault. I like the blue default. And I do like that the critical is red, which was easy enough to set as I showed right there. And if I want to add another tag, now this can also have the time tag. If we go back over here to home filters, we filter the town's projects. Now suddenly this one has listed in my projects because I added that tag. And we'll go ahead and remove that tag. We go back home, switch to town's projects. And now that's not in the list. Now what if we wanted to do double tags? So we don't just see towns projects with me another tag, you can actually combine them together, maybe we'll put Tom in critical. And you can see how you can just have a regex up here, but you don't have to know regex, it will build it automatically by selecting these. So now we can have this one, and these series of tags that I've grabbed. Actually, let's remove a few of them. Because maybe we only want Tom and Eric's projects together in one tag. And we want to save it save it as Tom and Eric. So now we have one more filter save. So if I go here, there's my lab, there's my production, or there's my Tom and Eric. Now how do you set these as default is actually really easy to do as well. So instead of every time you come here, it goes to power state running, maybe you want one of those defaults to be such as Tom. Well, we go down here to the bottom it says edit settings for Tom, scroll down here. And we'll set that to Tom's projects to be the default. So now we can go back over here to home, and it defaults to Tom's projects, we still have all the other ones we saved. But we can switch to that one. If we wanted to delete that one, for example, I probably don't need the one that says Tom and Eric that we have right here. So we can just hit delete, and it'll take it out of the list. This also allows you to create default filters for the same hosts, templates, or storage filters, so on and so forth, when you're going through and creating these. This is actually a really nice feature to customize if you go to the same spot all the time. And this is why you'll frequently see it default to, for example, my YouTube demo that I have set up here for later in the video, I actually will go and set this, and I'll choose YouTube. That way, every time I click back on home, it's exactly where I want to be to continue with the demo. Now there's two more interesting places that you can use tags. One of them is in backup. So if we go over here, and we look at our production VMs, and we look at things like Bitwarden, and we have the critical tag attached to them. And if we go over here to our backups overview, and I go for this backup I called critical backup of systems, we go to edit, you'll see that I'm pulling by VM tag, and it will list the matching virtual machines, and I can click here to see all the machines that match. But this is also a really handy way to use tags, especially in large environments, where you build out the VMs, and then you add the tag, and then they automatically become part of a process or a backup job that you have running in the background. So you don't have to go and modify the backup job. The backup job will look for all VMs with a specific tag, and then automatically backup all of those VMs. I've covered this in my backup videos, but it's another use of tags tags are also available when you're creating new virtual machines. So if we were to go here, and we wanted to create some new virtual machines, such as a Debbie and Bookworm machine, let it be called Debbie and Bookworm, fill this out really basic here. But we get down here at the bottom, and we can auto tag these VMs, and maybe we want to call them Tom, so you want to make these part of a Tom project, or maybe I could also make these part of a YouTube video project. And then from here, we can go to our multiple VMs. And I will just have it called Tom, and we'll call it eight here. And now it will build these eight VMs pre tagged with this. So now I can then group them together. This is another way that you can build templates. Now I'm building this not off of a safe template, but there's ways you could do this off of safe templates that are already built from VMs, a little out of scope of this video, but the same rules apply where you can have this create and auto tag all of them automatically as they're being built. Now let's talk quickly about job scheduling. This is actually a really neat feature that you may or may not have a use case for, but it's actually really clever. You can actually go here and create a job, some job to do a thing. And there's a list of different commands that you can have that does include maybe you want a snapshot, or you start and stop that runs, for example, choose a host and choose a VM. And then say we want this VM to start on a specific schedule. So we'll say, so actually we'll call this start VM, go ahead and save. And why not also have one called stop lab VM. So if we said stop lab VM, we'll set VM stop. Be that same one save does want us to give some seconds, if it doesn't stop within let's say 20 seconds, we want to go ahead and force that shutdown. So now we have a VM start and stop job, we actually already had one here called shut down the wiki and we can play these and they will run the job now. But then we can actually go here to scheduling, select one of the jobs such as start the lab VM and create a schedule for it or we can stop it at a certain time. These are actually really handy to create automations that may start, stop or even if you looked in the list here, there's quite a few men there, things like migration can happen. So you can choose to migrate a VM at a certain time and migrate it back at another time. There's actually a lot of possibilities you can think of in here. One of the other interesting ones is the fact that you can revert a snapshot here. So if we VM revert that snapshot, and you choose a particular snapshot, and then you can take and have a VM that reverts automatically based on the schedule or just leave a job that will allow you to revert that VM, this VM, and we'll hit save. And we can now revert it anytime we run this job. Now there's even more automation where you can string several of these things together to create a whole workflow. But this is what the job system does. It's a great feature. And if you need to mass delete all the jobs, because I don't need any of them except for this shutdown wiki, we're just going to hit delete. And they go away. Now maintenance thing you may run into is over here under the hosts, we'll go to this rise and elaborate. And we see we have one, two, three, four virtual machines running on that host. These are the virtual machines running on there. But we want to, for example, restart it maybe because we loaded some updates or some patches. This is where smart reboot comes in. This is a feature instead of having to reboot this host, we can smart reboot it when all that means is suspend the resident VMs, reboot the host and resume the VMs automatically really simple. If you don't want to deal with actually stopping all those VMs and restarting it, it just puts them all in suspended state. So they'll come back after the system reboots back to that state. And you don't have to auto power them back on pretty handy feature. Now another maintenance function you may have to do is over here on storage. And right now I have filtered for production. Let's look at the lab storage and go ahead and actually do a demo of this. And we can go here's my Trinity NFS lab. And here's all the things that are running on it. And I can see the green ones are running the red ones are not. But what if I wanted to reboot this server and it happens to be a true NAS server and I need to update it or do some type of maintenance on it. Well, I don't really want to evacuate the hosts and move them over. I could just stop all the hosts from running on there and restart them or I can just click enable maintenance mode and it will do it for me. It will automatically find the running VMs that are on this particular storage repository. And if we hit okay, it's going to go ahead and bring those all to shut down. So we go here to task, it's shutting down all of those virtual machines. Now that they're all stopped, if I needed to perform any maintenance, I can go back over here to storage. I'll switch it back over to lab and you can see it lets me know that this is in maintenance mode. And if I were to start or try to start any of the VMs on there, if we go to this one here, for example, it lets me know no host available because it's in maintenance mode. If I look at the air log, but we can go back over here to the disk, go back over to advanced and we want to disable maintenance mode. Now it's going to reverse that task and those VMs are already starting back up and booting because we just took them out of maintenance mode. It'll bring all the ones that were in a running state back to that start running state as they were before we put in a maintenance mode. All right, now we're going to SSH into this particular server that's called Ryzen Labbert. And we're going to mess with this Debian 12 VM. I'm going to show you how to start and stop things from the command line. So as you can see, the system is in the off state. So let's go ahead and XE VM dash start and we can do it by its UID. So you give it the UID and we're going to say B6 and I'll just hit tab for autocomplete. You can use tab autocomplete to complete a lot of these VM commands all from the command line. Now if you notice this UID right here, this B68, et cetera, is the same as the UID up here. And of course, this makes it easy if I wanted to copy and paste these. Now we can see that this VM fully started up and is working.   And we'll just have autocomplete is the only one that begins with B6. And you can see in the background it shutting that one down. Worth noting XE VM start. And we can also do this by VM name. So we can say VM equals Dev 12 lab, it'll put slashes in for the escapes. And now we're starting that VM back up. This is the way, for example, if you had Zen Orcasha for some reason did not start, but you can get into the command line of the host, you can go in here and restart things like your Zen Orcasha. Matter of fact, if you put VM equals tab, tab, it will list out all the VMs available for you to put in there and you can fill them out and autocomplete your way through figuring out which one you want to start, or you can go XE VM dash list, like more, and it will list them all out one by one with their full name and just UID. So you can simply copy and paste and start the one that you want to start. All right, now let's talk how to deal with host failure when you have a pool of XCPNG hosts. I want to point out that these are all virtualized. And you do that by setting up nested virtualization under advanced. So yes, these are running XCPNG nested inside of XCPNG. This makes the demo really easy to do. And I want to encourage people to set this up for themselves so they can go through testing what a host failure may look like. Now, doing this, we're going to go back over here and talk about these different three demo servers. It's lab one, lab two and lab three. Those correspond completely to this Zen Orcasha instance connected to these three servers. First thing I want to note is one for two is the master server as noted here. One of the things that's really important to know when you go here and we look at the different servers is that Zen Orcasha wants to communicate with the master server in the instance and we'll go back over here to these posts. This server is down. Even though the VMs may be running on these other servers, you will lose your ability to see them. Everything works off the master in Zen Orcasha. I've got this covered in more depth in my video explaining how XCPNG and Zen Orcasha work together. But essentially the master always has the main copy of the status of everything about the systems. And there's a copy that is also available on these two servers as well. So this one is where all changes actually occur, even though they may be working, such as start and stopping of VMs, changing a network settings, etc. There's a working copy on each one of these. But all changes are starting at the master and replicate out.  And therefore, you don't know the status of the VMs running. The VMs will continue to run on the other host. If the master were to die, no problem. Now, if there's an HA setup between these hosts in a pool, so you have all the hosts and they're all part of this one pool, there's the three hosts on here, it will automatically in an HA situation figure out who the new master is that does require a minimum of three hosts. Many clients only have two hosts, one primary and one that's going to be secondary, maybe because they have it for backup reasons, just so they have something available in terms of hardware or not. Everyone needs a setup that requires full HA. So let's demonstrate what happens when you lose the master and how you promote one of these other systems to becoming the master. We're going to go ahead and kill this one right here, the lab one. So let's go ahead and switch over to this lab one. And I'm not going to do a graceful shutdown, we're just going to do a forced shutdown of the system. So it's going to go completely off. And if we go back over here, things look like they're working. So you go here to hosts, they look like they're there, but in a moment, Zenor actually is going to realize it can't communicate and it's going to fail and all these will simply disappear. We can make this faster by hitting enable and try and enable it and it's going to fail on communication. Even if we try changing the IP address and just simply pointing it at another host, that won't work. That will not allow Zen Orchestra to communicate with this because it's only expecting to talk to a master in a pool, not any of the non masters in that particular pool. Now I will point out if we simply bring the master back online, Zen Orchestra will start communicating with it and these servers will also start communicating with it as well and everything will go completely back to normal in a failed situation. That's ideal. Just get the main master server back up and running. And once it's up and running, everything will just be working again. Any VMs running on the other servers will continue to be in the state that they were in and everything will sync back up. Hopefully, unless you've had something more go wrong, such as a master that you cannot recover. And now you have to promote one of the other servers to being the master. Let's walk you through how to do that. Now this server two is the one I'm going to pick and we're going to look at the console just so I can show you the IP address of 192 1683.144. So that's where we're going to SSH into and promote this one to master. So you SSH into XC PNG lab two, we're going to do XE emergency pool transition to master. In 10 seconds, this one will become the master. And there's one more thing we need to do because we have at least one other slave host that was in here. And we want that one to know that we are the new master. So that command is XC pool recover slaves. And that will do the same thing. It's going to let any of the other ones in this pool know that this is the new master and this is where you need to take your cues. Now, because the old master was 142 and the new one is at 144 will just change the IP address now that we've promoted it. And we'll go ahead and hit enable. And there's our hosts. This one now is the master. What happens though, if, and we'll go ahead and filter none. What happens if this one comes back? Well, good news. It will actually figure out that it belongs to this pool because it has not been ejected from the pool and we can fix it. But if this one was to never be online again, this is where you would want to get rid of this one in the pool, but and forget it and make sure it's no longer in the list. But let's say we recover that one. And then we want it back to being part of this pool because it probably has some information on it that we want. We fixed whatever went wrong with it. Just going to go ahead and start that lab one back up. Let it go through its boot process. And now that it booted up, it figured out it was no longer the master. So now it just becomes another member of the pool with this one being the master. I didn't have to issue any new commands. Once it realizes the pool it was part of, it will automatically join that pool again with whatever parameters and settings were applied to it. Now, switching masters is actually really easy. We can go over here to pools and maybe want to make that one to be master again, go to advanced and you can simply go here and choose who the new master is. We'll put that one back at lab one. Operation will take several minutes. You want to continue when you switch who the pool master is, it does not affect the running VMs, but doing this will temporarily stop you from being able to control all the hosts while they reconfigure and decide who the new master is based on what you selected here. Now let's talk about the XCPNG console that you see on the display of booted hosts and you can also get into it via SSH is what we're going to do here. And by typing, like it says at the top here, access console, it gives us the status, let's us know what the IP address is in the gateway, some basic information. And if we press enter, it will give us the SSL fingerprints for this system. Now if we go here to network and management interface, and this is probably your most common use for this is to change which management interface is set to the system. This may happen if you've changed out the network card or replugged it in lost communication with it. I need to go over to the machine and go through and configure the management interface or even do a quick network test to try to ping like the gateway address or ping a custom address. Let's go here to configure management interface. It lets me know the connected status of these or the unconnected status of these ones here. And then you can choose a new management interface. If I wanted to choose this one here, for example, I could do that would choose DCP or static, etc. And let me walk through the process of setting this up. But I don't want to do it while I'm on SSH because well, that will break my connection, but it's pretty self explanatory. As is the virtual machines are running in here, I showed earlier how to do it from the command line. But you can also see which VMs are running on this host, get the IP address of them, provide they have these end management tools on there, you can suspend, reboot, shut down, migrate, or force reboot for shut down. If you have this shut down with those VMs, or you can go to all VMs and it will show them as well.  Press F8. And it will stop that virtual machine. Go back over to all the VMs and I can start it back up, start on this host because the only host available press F8. And it will go through the process of booting that virtual machine back up and let me know if it was successful. Now not included in this particular demo, but will be linked in that forum post that has all the commands I did use is the XE emergency reset of the pool master IP address, because there are occasions and I recommend setting all the IPs prior to putting all the VMs and building at your infrastructure, get all of your stuff set. But what if you've done that and now you need to change where the master is in terms of what its IP address is and how do you tell all the other hosts in the pool where it went? Well, there's a way to do that and that command is listed in there as well. So yes, there is a way to recover from that situation and you don't have to just reload or rebuild the pool and that would be messy, but it is a recoverable situation. Just it's not the most ideal situation to have to run around a host and inform them that their new IP address is this, but I get it. Sometimes things change and you have to redo the network after you set it up. And well, there's at least solutions around there. There's actually a ton of other resources I'll link to for command line options, because if you're wondering, can you manage Zen server without Zen orchestra? Well, the backups are all built in the Zen orchestra, but as far as manipulating VMs, moving things around, starting, stopping, snapshotting, et cetera, and all kinds of other advanced parameters. Yep, you can do that all from the command line. Yes, you can build it even into a script. You can build out some pretty elaborate functions that are all just controlled via series of commands. So it's actually really cool the way that works being able to SSH in something I didn't demo in this video was something I've definitely used a few times, especially migrating people off of version six of Zen server, like the old Citrix stuff was the ability to SSH over and pull files as in like the whole VM and send it to another machine without even tying Zen orchestra to it. Actually, I've uploaded stuff remotely where I built a VM for someone, then used SSH copy to send it across the internet over to their server. There's all kinds of fun little tricks you can do by piping things together inside of Zen server. Maybe I'll do if there's some demand and leave the comments down below or head over to my forums on this, some more advanced videos for some unusual situations that are running to Yoshi Google around, you'll find all kinds of documentation because that's where I learned these tips and tricks and admin things of people that came up with clever ways to solve problems. Like when someone has that, as I mentioned, is on a really old server, you need to bring them up to a new one and you can't get the Zen orchestra to communicate because the other servers so old that there's some bug and, well, there's ways to solve those headaches. Nonetheless, love hearing from you. Leave your thoughts and comments down below or, as I said, head over to my forums, forums.loren systems.com to have a more in-depth discussion about this and other topics. Like and subscribe to see more content from the channel. And I just really want to hear some of your unusual command line use cases that you've done for Zen and some of the fun hacky things that are going on. They are really stuff that I find fun, as I like a challenge. I like to solve some of these challenges that are not created by xCPNG or Zen server itself, but mostly by the weird things people do when they set these up and then you inherit these messes, which is the consulting side. That's where I get these experiences from. Not from the systems I set up properly, but from the thought process that led to some of the interesting things we find as this admins. And yeah, that's always fun topics. Thanks.


Okay All right, so in 2002 we kind of noticed that the forage oat trowel here had some regrowth now It didn't necessarily look like there was going to be enough Material out there to go out and take a second hay crop But if you had a fence or could put up a hot wire quite easily There was definitely enough Material there for us to to do some grazing we had also so We took the for a jolt variety trial in 2003 and We harvested it was planted on May 2nd and we harvested it at the early milk stage on It had been in mid-July and So we took off about three tons per acre As for jotes and then we noticed that we had the regrowth and we let that go and in the middle of August we came back and We quantified that so we know how much material was out there in case somebody did actually want to turn cows out and And graze almost half a ton of leaf production again. This is dry matter And look over at the far right you can see that We average between about a ton and three quarters to just over a ton and a quarter of Leaf production over the season and we did take and dig up a portion of the turnips to get a root yield and We see that the one purple top which Kevin had talked about earlier does quite a bit of root production compared to some of the other ones We pulled off a ton of roots in the purple top and a ton in the quarter in the globe turnips Now here's the trial that we really thought saw real good fit for livestock producers It's a forage old trial and at the same time we under-seeded it with a bunch of different Other crops if we go down a list we just use Paul oats because like Paul gives you good quality forage Then we under-seeded it that bark Bark ant is a turnip The barnapoli is a rape The Bernina is a vetch the Bernie Nova is a vetch Dwarf Essex is a rape Green spirit is Italian rye grass Puna is chicory and that's in the looks like the it's in the dandelion family, so it looks like giant dandelion leaves Purple top is a turnip and then we also did the winter cereals winter rye winter spelt winter triticale and winter wheat so This was planted May 13th our first harvest was on July 11th, and that was fully headed oats and We got about two and a half tons per acre off as as oat hay Now we did have a little bit of regrowth Our next harvest Was on August 19th the oats that were left or early milk stage And if you see at the very top row that Paul oats, we had about half a ton of Oat regrowth So all the numbers below that anything above that half ton is what that under-seeded cover crop Produced so some of them look pretty promising that turn up there. We got another almost, you know Not quite half a ton Winter triticale we got almost half another half a ton out of it Then We let this grow again, and we took a third harvest October 10th Which is you know you could take cows off a pasture then when your forage quality is going down And we could turn them out onto This trail now we did get some things that did not survive and did not regrow for this third third harvest but That bark nap turn up. We had another three quarters of a ton and yield out of it the door Fessex rape. We got point five eight tons Here's a pretty interesting one that Italian ryegrass. We all got almost another ton of production from August 19th to October 10th and Then the winter cereals looked pretty promising as well. We got three quarters of a ton and a forge with the rye 0.6 tons with the spelt half a ton with the winter triticale and Three quarters of a ton with the winter wheat so over at the right column We'll give you a total total yield for all three cuttings for the different treatments Now interesting thing that like Kevin pointed out here. We didn't We did look at the next season Just to see how many of these things would over winter because we do have some biennials in here And we have the winter cereals But we did take this at October 10th, and we did cut it down at But two inch cutting height so we didn't have much residue left out there to over winter So the only thing that did over winter was the winter rye And we were able to harvest that mid-June and we pulled off between a ton and three quarters and two tons of rye forage the next season and that would have been you would have had time to Go in and plant another annual forage. You could have potentially tried a late season soybean or Sunflowers, but Kevin did mention the allelopathic effects of rye. So we didn't We didn't do that. That's something we're going to try and look forward to in the future Another good fit, especially if you guys grow field peas and aren't totally averse to tillage is what my boss Blaine likes to call a field pea relay cover crop and We come in after you combine And we'll do light disking on the peas so you're going down probably about two inches of the harrow and This slide here shows a survey of three fields in 2008 there's different fields that were seed field pea seed production fields and we just went in a distum after combining and we came back and We take a biomass sample usually between oh the 10th to 20th of October and We got 3,000 pounds on one field where we had a little more throw over with the combine One field that was really quite clean very little throw over in the combine We had 1500 pounds of production and then I kind of an average one there we had 1800 pounds almost 1900 pounds of production and With the protein content averaging well the total nitrogen not protein the nitrogen content in this Residue or above-ground growth was about 4% so we ended up with 130 pounds of nitrogen 63 pounds 70 pounds of nitrogen produced in just the above-ground portion of those Plants if you look at the handout our previous speaker had later on he sheds a lot more information on this material He shows a lot of the roots we have tremendous nodule nodulation in these plants Probably three to four times as much nodulation as you get in your spring spring Your actual grain crop that you took Now we've been doing this for quite a few years our four-year average on all these different pea fields is running right at a ton and acre produced each year One year we took a 16 acre field and we fence that the Peas were harvested August 10th. They were disked on the 20th on the October 15th We turned in 52 cows for and we grazed them for 21 days and Their estimated dry matter production per acre was 2800 pounds and Kevin gave you a lot of the forage quality on this So these past two seasons we turned around and we put a test crop on top of this We had Field peas that we didn't do anything to and then we had two different rates Basically the one was a pretty clean field at six Six seeds per square foot as if you know if you do a pretty good job of setting the combine And if you want to do a little more cover crop or you're like me you don't set the combine quite as good as you probably could We get a little over a ton of production in that scenario Total nitrogen produced above ground when we don't do anything you're looking at 13 pounds That lower seeding rate we produce 72 pounds of nitrogen and the higher seeding rate Produce 88 and a half pounds of nitrogen now the next column is just how green this machine measures the greenness the leaves and it's supposed to correlate with the amount of Nitrogen in the plant, but what the most interesting thing is is what everybody's most interested in is our yield so if we didn't do anything to the peas we Had a 54 pound wheat if we incorporate it at that low lower seeding rate We ended up with 56 and a half pound or bushel peas And in the higher rate we had almost 60 bushel peas Wheat, sorry. Sorry. Thank you I'm gonna move forward those are the two things that I look I see a lot of potential for I'm gonna go over some of the Trials that we had here at Carrington this season This first one is what we call the USDA cover crop trial. This would have been drilled directly after wheat harvest and It got to be a little late here So this was seeded about the 27th of August and we had different treatments to be black lentil At 40 pounds we had oats at 58 pounds an acre The German foxtail mill at 30 pounds cow peas at 40 pounds Radishes at 6 pounds and then we had these diverse mixtures and This past season we got them in kind of late at that Third week of August and we were cool and we were dry here at Carrington and you can see Our production here per acres is quite low In October we went out and took a sample and they range anywhere from 18 to 430 pounds and The November column we did not We did not go back and harvest the same Area we've came back and and took a different area so it's not it's not a combination of the two and it shows you Just kind of how it wasn't exactly uniform across there and we had little or no Dry matter game from October through November just is cold and we had snow here at Carrington we had another trial right next to that where we looked at different seeding timings and It was the same scenario. We seeded cover crops at at the five to six leaf stage at Heading on the wheat and then we went in that was a broadcast seeding and we came in and Drilled directly after harvest same time frame as this trial Basically the same mixtures and kind of the same results. It was just kind of a poor year here at Carrington it was just dry and cool and very little production Ron Weirholt is looking at Did a couple of demonstrations here and also at Burley County and we're able to get some good pictures of how this might Might look he's looking at Drilling cover crops between the rows on soybeans and and corn and Susan musk musky of Dickey-Lemore County He was able to give us some real nice pictures on how that looked ours Were pretty scraggly. They looked at the timing of V5 corn Which is about the last time you could cultivate it or the last time you could get through here with a planner without snapping it snapping them off Soybeans they're trying to do it just prior to leaf drop and there's different methods that you can do we in this scenario We drilled everything I've seen it broadcasted and I've seen guys Aerial seeded in other parts of the country Ron also has a study with SDSU Stutzman County in Burley County They're looking at what they're calling precision cover crops. They're trying different cover crops at different Well, they're testing it over different positions in the landscape and seeing if there's any effect there on the cover crop production as well as the crop production and they had limited cover crop production this year and As they would expect their corn test crop, you know, it did poorest on the summit You know wasn't too bad on the back slope and their best yields were on the toe slope where they had more what the most moisture This one's pretty busy It's just something we came up with Since salinity seems to be a big issue as well we could also look at these in a you know a PP a prevent plant acre scenario, so we did a large cover crop demonstration on a couple saline sites and Foster and Stutzman County and numerous numerous Different types. We've got legumes both perennial and annual warm seasons and cool seasons and then we have Broadleafs as well both cool and warm season broadleafs and then annual grasses as well both warm and cool seasons and Here's a Here's a picture of the trial. This is right south of the Buchanan bar right there off east of highway 281 This is facing Southwest looking over the trial towards the town of Buchanan and The interesting thing that we found there as far as the cover crop goes is that the barley sugar beets and Mangles which are an unimproved sugar beet. They were our best best production And they were able to successfully establish in ecs from five and a half to six and This coming season we're going to repeat this study and we're Unfortunately this last season we did not clip Biomass production this coming season we will and with that I'd be happy to try and answer any questions And anyone has Yes, sir No, no the question was did we use any chemical weed control on the forage oats? No, we did not None whatsoever How expensive is the sugar beet seed? Well ours wasn't too expensive because they gave us old seed and the germ doesn't hold Very well from what I understand the sugar beet seed. So we got two and three year old seed and We did a germination test ourselves to try and figure out You know because it wasn't even remotely close to what the bag said it was going to be So it was 40 40 to 50 percent in the bag said it was supposed to be 90 but prices I Will look that up for you. I don't know.  Okay, Tim said it's he's had experience with it in this old sugar beet seeds running about a buck a pound he said Yeah, if you can find it are there any questions from out in the different sites Okay. All right. Thank you for the opportunity


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Llewgech chi bod yn rhoi'r cwm dryddol. Rwy'n cael ei dwybrau. I thought about if we're going to just talk a little bit about the community at the CNCF, and some of the things that the TOC has had to deal with, and in particular the scale issues that we're trying to deal with. But if we're going to talk about the CNCF we have to just pause what the CNCF is here to do. This is the screenshot of the homepage Mae'r cyfrif assigned, mae'n cystiad yn gwle bitesh nid yn arddangos,來了 filling s не deckad o gen i'w gw Kubald. Wrth gwrs rydych chi'n might ym dahl iawn i weld hynny, os â dyma eich feithio canaf gan chamer newsydd Criag調. Rwy'n ymddir concise widd fy celfawr, sy'n incluso mai ddolpas hyn games Heaven. Dydw i'r griffwng fydd yn crec Majestyas, ti wno llawer o'r pwyllgor ddelligol a rainfall yn dweud hyn newydd eich cyfryeredd. not off-putting, you know, welcoming to people. We are also about sustaining the ecosystem around this. This is about the project, it's about the users for those projects, it's about the vendor community that fund all of this. You know, we have a lot of different, different subsets of our community difaint interests that we need to cater for. We are trying to balance those interests such that it is good for the projects and the end-users and the vendors. We have a charter that tries to abbreviate the sections of the charter into the key headings. Today, I was just going to wedi gydag o dwy o'r tyffalaeth ffordd o'r llataethau hynny yw'r bobl y profiad yw'r cyffredinfaeth? First is, past is better than slow. Second is, that the CNCF should represent a strong technical identity that we're very much about this software that we call Cloud Native. What does that mean and what does that require from different projects in order to meet that identity? It's not an easy thing to I think that's one of the challenges for the TOC and the TOC community to internalise what this identity is and figure out how our projects can fit with that identity. We also have this set of TOC principles really describing how the TOC operates within that charter. So how do we, as a TOC community, identify good projects? How do we work with those projects? How do we foresee this landscape, this stack? Again, I'm not going to dwell on all of the different bullet points here, but the thing that I did want to highlight here is that we're looking for these high quality, high velocity projects. So, in particular, those first two words, high quality, it's not enough for a project to just be cloud native. We also have this sense of no king makers. I nearly highlighted that one as well, but we are trying to offer choice to end users, but we somehow have to figure out what that high quality aspect means. High velocity probably means that it's evolving fast, that it has lots of contributors, it has lots of end users, that it's evolving towards its product market fit, approaching that well and fast. As I say, the high quality bit is pretty hard to measure. If I kind of put those together, what the TOC community has to try to do, one of our main roles is assessing projects for whether or not they're high quality within this boundary of what cloud native means and what their strong technical identity means. Cloud native projects are known for being scalable, being API driven, being dynamic, so that's the kind of thing that we're looking for from this identity, but it's not a check box exercise. Particularly at what we call the incubation stage, there's this really significant amount of due diligence that the TOC engages in reviewing the project documentation, trying the project out, interviewing end users to understand their experiences, looking at the code, assessing the way the project governed, and trying to make sure that it meets the CNCF's non-technical requirements as well, the things around open governance and neutrality. And we do get help from the CNCF staff, help us with some of that, but in the end the TOC is the group that gets asked to make these judgments. There's a lot of work here. It's non-trivial to assess these projects, which leads us to the issue of scale and the issue of how in such a successful foundation we're growing, the number of projects is growing. We know we still have gaps in the landscape, but we do have this increasing number of projects. We're at almost 50 projects in the CNCF now. And you can see by the graph that the number that have graduated has been growing, the number that's in incubation has been relatively stable, but that says something about Sandbox projects moving up into incubation and incubation projects moving up into graduation. Pretty linear growth over the past couple of years. But it's not linear in terms of applications. I didn't go back into history to look at all the applications in the past, but we have had this really significant interest in the CNCF. There are a lot of projects out there that want to be part of the foundation because it's successful and they have great offerings and they want to be part of this fact that the building blocks of a stack that induces can assemble. So that's if we wanted to try and assess all of those projects at incubation level, that would be a large, large, large amount of work. And in addition to the Sandbox, we have projects increasingly wanting to move up between Sandbox and incubation. So right now, there's not quite a half, but I think about 40% of the number of projects that want to be assessed is about 40% of the total number of projects on the to do list. So it's a lot of stuff out there looking to be assessed in one way or another. And that is really hard to reconcile with this principle of fast is better than slow. So I guess that over a year ago, well, we had the technical oversight committee is one of the kind of three pillars of the CNCF. We added in the six and the six has been hugely useful, really useful resource of having this amazing group of people who have much more in depth knowledge of certain areas than some of us do on the TOC. Lots of us have individual focuses on particular areas, but we can broaden out beyond our 11 members to these amazing people on the six to try and help us with this. And try and help us cope with this backlog that's been building up of assessments. And more people it gives us this more expertise, it gives us more time. I think this is worth mentioning in terms of community. Most of us are doing these roles in the TSE. This is certainly true. And I think across the six, I think across and the, you know, Kubernetes six, I think across a lot of projects, people are paid. I think most contributors are probably being paid by an organization to do a job, but they're not necessarily being given a huge amount of time to work on CNCF specific things. A lot of us have full time jobs doing software engineering and we're working around that. So being able to recruit time from a bigger pool is hugely valuable. But it also means that we have increased divergence of opinions. You know, what do we mean by high quality? What do we mean by cloud native? How do we even draw that kind of bars? What bar should we be drawing? And the underlying problem that we have to face up to is that it can be more confusing projects. This is something that I think, you know, we're recognizing there is a balance here between leveraging all this amazing expertise, but also just it being more confusion for the project and the increasing number of projects out there. So this is one of the reasons why in the CNCF we are simplifying or we're experimenting with simplifying the sandbox process. And I think we're trying to do this by reducing significantly the amount of assessment that we'll do at the sandbox stage. We might still be saying if we don't think they're like a fit for cloud native, you know, this isn't going to be a catchall or every single open source project. We want to be able to have some feel that it is a cloud native project, but we're not going to give any guarantees to end users. We never have given guarantees to end users about sandbox projects, but it's always been very confusing. We've had sandbox projects leveraging the CNCF name to promote their projects. That's one of the reasons why it's been so popular. Not necessarily good for those end users who are really important constituency of our community. So we're going to try really hard with this evolving sandbox process to clarify to end users that there is no due diligence that's been done on these projects that we believe they're cloud natives, but we really not assessing them in any further way. This is very much work in progress. We'll have to see how this evolves. I think it's potentially going to be painful. Every process change is a bit painful, but I hope that it's going to enable us to improve the scale with which we operate on that one. I just wanted to end with the fact that although we do have some growing pains around dealing with these assessments and dealing with the sandbox process in particular, from the this year's maintainers survey, the vast majority of project maintainers are really happy with the service that they're getting from the CNCF and that they would recommend the CNCF to other projects. We hear quite a lot in the TOC about the projects that are frustrated with how long it can take to get through assessments or projects that have applied and maybe not had a good answer of why they've been not accepted and trying to improve those elements. We hear a lot about that and it worries us. I always want to close on the fact that although there are flaws and lots of things we can learn, CNCF is doing a lot of good things for a lot of projects and making those projects available and raising the awareness of them to a lot of end users. Overall, as a community, we are doing good things. With that, I will wrap up there and hope that it makes sense. Thank you. I want to reiterate that CNCF is doing more than a few good things. They're doing a lot of great things. We really appreciate all the work that you've put into it and all the members of the TOC have too. I know from experience having tried to drive things through some of them getting in, some of them not, that it's a process, it's an evolving process. The thing that I want to stress too is that today is really talking about the lessons that we've learned along the way. What I think is wonderful about the CNCF is your ability to understand when things are going awry and needing to change processes and adapt to the environment. The sandbox example is a very good example. From my perspective, it's probably the right move. It's very hard to remove the branding of CNCF as if it's a blessing on a sandbox. That's going to be tactically a hard thing to do. That's really one of the things that does it.  What we were talking about a little bit before you came in was from a community development process. A lot of people managed to make it through the CNCF incubation, get incubation in sandbox, and they think this is an instant karma thing. They're all of a sudden going to get all of this wonderful new information, new community members, new contributors, new engineers working on their project. Much sometimes to their shock and surprise, they don't get that. The TOC is about vetting and doing this, but the component that seems to me to be missing is the coaching on how to develop communities once you're in the door. I wonder if you can address that just a tiny bit here, what the CNCF's perspective is on whose responsibility it is to do the community development once it's gone on. Recently, I'm going to say maybe a couple of months ago, I have a SIG called Contributor Strategy. A lot of that is about helping projects to learn about that kind of community building aspect. The people behind it includes Paris, who have such a huge amount of experience of building community around Kubernetes. For a while, we've been saying how can we leverage the amazing things that the Kubernetes community did in terms of recruiting people. I don't know how many hundreds of thousands of people they have who have contributed to Kubernetes. They've been so successful in that onboarding of contributors. We have to be able to learn some of that goodness for other projects. Super excitingly, when Paris suggested, hey, do you think we could maybe put somebody together to share some of this experience? Yes, yes, that would be wonderful. It's still relatively early days, but I'm extremely bullish that that is going to be a game changer really for a lot of projects who want to learn how to onboard contributors. Sometimes projects don't necessarily want to. That's a whole other question, but where they do, I think that SIG resources from CNCF staff, just recognizing that it's all well and good, us talking about things like mutual governance, but people need to be able to recruit maintainers. So how do they do that? What's the process for making your project scene welcoming and exciting? We're going to try and improve that. Improve the education process for that. Brian or Aaron or Allways before I pipe in again. Is there anything you'd like to add to that? Pause for a minute. Go ahead, Brian.  There is lots of people from lots of places with lots of priorities and lots of constraints, and we need to realize that that it does take all types to build this community that we're trying to build. And sometimes from your point of view, this is the best thing and the most right thing ever doesn't fit where the TOC is or where the SIG is or where the community is. And it's difficult and frustrating, but I mean, I've watched what Liz is doing and we just need to first have a process and then follow that process. And I think over time it'll smooth itself out because right now it is difficult and I can see why people would look the other ways or thinking that something's negative is going on. So I just want people to keep that in mind. Allways, did you have something to add there? Yeah, that's other what I always saw with projects and that's been in my role on both sides here, but I mean to be to be told that long here if you even want to get into the CNCF that the process might be taking a bit longer as the CNCF is growing and has to adjust, it shouldn't really hold your approach in back. It should still be working on your project, building on community, working with your end users. And the way that Liz mentioned like a contributor strategy meeting is a CNCF calendar. It's a public meeting. So even this might be like a public secret now, even if you're not a CNCF project, you can still join a meeting if you're part of the CNCF and learn from people there. And I just see people so much clinking like to this batch of honor from the CNCF that they were a CNCF project and then they start working. No, it helps you in certain situations. Like for example, if the companies like this round wanted to work on something together and wanted to go to the project, it would be incredibly hard for us to do this. But still first we would need to agree on a common agenda and so forth. And then the CNCF blessing might be the icing on the cake. And so when projects come in there, I think what we can, it's great to have a computer strategy there. What we sometimes just try to do as well as to stick to is we try to connect them to other people that should be. Okay, this is another project you might think was then you might talk about topics with stamina. It's received in different ways or something. Well, never thought about this. Thank you for that. That's what we're here for. And I just want you to this point before want to be run left alone. But then you're not leveraging that community that you want to get into. And I think that's what you very quickly see also for people submitting projects.  We understand the intentions. And we obviously see that having the CNCF badge helps. But what even more helps you if people like your project, if they engage with you, if they discuss technical topics and see that you're a great solution. And beyond everything should be your foremost goals when you're interacting there. So Erin, would you like the almost last word? I mean, I think there's a lot of talk around intentions and motivations. And I sincerely do think that the community of people, both TOC chairs and Stig chairs and everyone involved has the best intentions. They really believe in the community. They believe in open source. And I think that's the perfect combination of how we move stuff forward. In addition to the community building, I think it's super important to have all these people together. Singing the same song, debating things openly. I think it's just great to be able to have a platform to do that in. And for me, I think the SIGS has really helped cultivate that. So I'll take the last word. And Brian actually said, used the phrase end user. And one thing that I would like to see more of and having Paris start up the contributors strategy SIG is a great thing. But a recognition that community is more than contributors. It is the end user community. It is all the people who are integrating, all the people who are leveraging your technology or your project. And so a more expansive view of what community is and better coaching for these incoming projects or ancillary projects that are touching on the cloud native. I think is something that we can all do better than hopefully as we move forward with contributor strategy, we expand it to be more ecosystem wide in the personas that they're pursuing to contribute. Because there's a lot of legacy around the word contributor. And along with meritocracy and all of the other good open source words we all grew up on. But to really open up our understanding of what community is. And CNCF has done an amazing job getting an end user community forum set up for CNCF to get the voices heard from the people who are using the technologies. But I think we can, as always, always do better and we're looking forward to collaborating with you guys all on that. So that's not a critique. That's an offer to expand the horizons I think from that. And thank you Liz for figuring out the time zones and for bringing the TOC clarity there that I think everybody is looking for. And continue to evolve the processes and the people that are involved in the TOC. We know it's a lot of work and we really appreciate the effort. Thank you very much for having me. Apologies again for my lateness. And thank you to all of the SIG chairs by the here on this call or possibly looking later and other SIG contributors because we really appreciate your help.


Live from Las Vegas, it's theCUBE, covering AWS re-invent 2017, presented by AWS, Intel, and our ecosystem of partners. Hello everyone, welcome to day three of exclusive CUBE coverage here at Las Vegas for live coverage of AWS re-invent 2017. This is theCUBE's fifth year covering AWS re-invent and what a transformation's been. Rocket ship growth, they got the tiger by the tail, full speed ahead, they're not looking in the rear view mirror. This is the mojo of Amazon web services. They're kicking ass and taking names, as we say here in theCUBE, but really they're changing the game. A lot of game-changing announcements, architectural re-engineering, re-imagining the future is really what they want, and they're trying to be everything to everyone. And of course that's always hard to do. I'm John Furrier with Stu Miniman on our kickoff of day three, breaking down Werner Vogel's keynote, as well as kind of a review of what's been going on in the past few days. There is a lot of signal here. There's almost a noise around the signal, meaning there's so much good content, it's really hard to get hold of Stu. Great, great to kick off day three. Rested, didn't go out late last night, went to bed by 10. I know you stayed out until three in the morning, but... Hoping my voice can hold up for another day in Vegas. John, good to see you, and I'm really excited. 3,951 announcements since the first re-invent. We're going to go through every one of them. No, no, no. Werner Vogel's, it was interesting because he's like, oh, we'd been told ahead of time, it's not going to be announcement heavy. Of course, there's some really awesome announcements.  They were just talking about iRobot, somebody I had on theCUBE earlier this year. But, you know, Werner really kind of stepping back. Some people were like, what is this? A kind of computer science 101, but it's no. Here's how you architect the future. Here's how Amazon's going to fit everything from how voice is going to be a major interface to a theme that I've really liked. We've been covering for a number of years. You know, the digital future is not robot taking of the world, but how do I take people and technology, put them together to really create, you know, that explosive future? Because even the things like machine learning, the things that I've been talking to the people really in this environment is how are we going to train the people that are going to put these things together? It's not just, you know, something that just runs off by itself. And we had Sanjay Poonan who's the CEO of VMware, not CEO, that's Pat Gelsinger. But he kind of pointed out something that I want to bring up here, which is Andy Jassy and the team in Amazon are highly competent and they're executing.  Certainly, I want to have a longer conversation with you about that. But they're really hitting some real high notes on societal change. So, if you look at what Amazon enables, both the startup level and the business transformation, even in the public sector with Theresa Carlson, who we'll have on later, they're enabling a new way to reimagine how they solve problems that never could be solved before. Two, they're kind of on the right vectors and it's causing some competitive ripples. Just today in the news, you can see stories out there in the Wall Street Journal and other places where Apple's partner at Stanford University has solved heart disease with the iWatch.  Google's fumbling on that point. They're trying to figure it out. So, you're seeing the forces start to line up in this new era of competing on value, competing on software, competing on community and open source. Amazon has the right formula. If they keep this up, Microsoft and Google will not be able to catch them. And that is so obvious. So, until Amazon makes a misfire, which they have not yet, I mean they experiment, but they're solid track record, we're going to call as we see it. But calling balls and strikes right now on the cloud game, there is not even a close second place. Yeah, so John, I've been searching for a word. We used to talk about a platform that you built or the marketplace or the ecosystem that we have around here. Amazon is enabling new things. The new AWS marketplace, enabling anyone really to go in there, really could do for cloud and technology, what Amazon.com helped do for retail and business.  I know you've done lots of reporting on the machine learning and everything happening, you know, even Facebook and the like going in there. But, you know, Amazon absolutely is in a class by itself and it's still, you know, in our fifth year coming here that they impress and they continue to keep up. Let's dissect the competition. Let's lay it all out. To me, the top three are no doubt Amazon and then way distant second place, Microsoft. And then third on technology and then kind of all kind of clustered like a NAS card, a bunch of NAS card clusters all trying to figure out what to do is Oracle, IBM and everybody else. Okay, so hold on, you didn't mention Google, you didn't mention Alibaba. I mean, sorry, Google would be third. Alibaba would be four, but they're US presidents. They're from number four by sheer China volume. But Amazon's business in China has grown. They just cut a deal with China. So we're going to see that play out. We'll see, but Alibaba is a force we reckon with as well as Tencent and Baidu and all those other platforms. But here's the deal, you can't be a pure play anymore. Look at Google, the search engine business, they're milk on that cow dry, but the thing is is that the business is shifting. So I think Google of all the competitors probably has the best chance to accelerate because I think innovation has to be at the heart of that accelerated leadership position. Two, culture. The culture of solving not just tech problems too. And this is where I think Amazon, no one's really kind of unpacked this, is that if you look at Intel, for instance, they always have great tech and they always do good things. Amazon's kind of doing the same thing.  Google has that DNA, it's just not organized into the machinery. Yeah, I mean, John, we know Google has amazing technology, really good talent, we think like Google Spanner, oh my God, this is amazing. The thing we'd say is there's things that Google comes out with and it's like, wow, this is really cool. I really need to think about a while, how can I do it as opposed to most of the announcements you hear in the sessions. People are like, oh my God, I can't believe Amazon did this, I can immediately take this, I can change the way I'm doing something, I can increase my agility, I can make my, how I just do my entire business different, better. Yeah, and so Stu, I bring up the Alibaba comment, I want to bring that back in because one of the things that Amazon's doing that Alibaba is kind of copying, I won't say copying, but emulating is this notion of craftsmanship. If you look at the past 10 years, the programmer culture, the Y Combinator, the agile, lean startup kind of mindset, you look at a loss in craft in software development.  But in the agile you're shipping, you're shipping, oh, shipping, it kind of takes the craft and the artisan out of it. Yeah, US could be cool, but I think now you're going to start to see a swing back and whoever, whichever cloud can bring that artisan kind of craft and blend the open source kind of community model to me will be the winning formula because that will change the game on these new use cases, the new user expectations, the new user experiences. And John, that's exactly what Werner was talking about in his keynote is this is how we're architecting the future. Everybody needs to be thinking about security. One of the critiques I saw is like, oh well, you need to think about everything up and down the stack.  Well, look, that's asking a lot as to not everybody's going to be able to do everything. Amazon might be everything is everything, but we need to be under, understand, how do we take the vast majority of enterprises out there and move them along? I loved, Keith Townsend and I did an interview with Chris Wolf from VMworld, from VMware here at the show. And Keith said, you know, VMware used to move at the speed of the CIO. Amazon's moving way faster than the CIO. How do we help the enterprises move faster? And it's tough, every customer I talk to- I mean, we heard Intel saying they're moving faster than Intel. So, I mean, Intel has to get in these reference architectures. So, with FPGNAs and these new technologies, they have to accelerate and keep pace. But I think the Werner Vogels keynote here is kind of historic to do, and you brought this up before we came on was that he was not going to do a lot of announcements. Although he did launch Alexa for Business on the Lambda services all in on that area. He kind of did a throwback to five years ago, or six years ago when he did his first keynote here, when he talked about the new architecture and re-imagining it. So, but he took a modern version of what he was talking about then. And I think that highlights the Amazon greatness, but also their challenge. The one thing I'd be critical of Amazon is, well, two things. One is, I mentioned yesterday, Andy Jassy shouldn't be putting gardener slides in a new guard presentation because they're old guard, but that's one thing. But what they're doing with the sales motion, it's hard. They have to convince customers and show them the new way. So what Werner painted the picture of is, this is how we're thinking. This is how you should be thinking customers. You have to re-imagine what was traditional architecture and think about it in a completely different way, which will change ultimately software methodologies, the life cycle of Agile, and hopefully bring in some value-oriented craftsmanship and artisan. Yeah, John, so this reminds me of many of the waves we've seen throughout our careers. The customers, when they get in this ecosystem and they really start using it, they get religion. And number one advice I hear from a lot of the companies I talk to, say, talking to your peers, what would you say? Say, get on it faster and really just dive in. It's like, yeah, you start with one application, but get off the old stuff as fast as you can. Get on this because when you have access to all of these services, it just transforms your business. You can get these changes in these services into more pieces of the organization. John, we haven't brought up, does IT matter? What's the role of IT in this versus the business lines and the developers? IT radically changing. Amazon looking to change that model. They are, I mean, there's no doubt. This show is kind of the final exclamation point on the fact that not only was it a collision course, it has absolutely happened. IT and Amazon have come together in a massive collision and there's going to be carnage to it. There's going to be people lying on the side of the road. It's a question for you. I heard there's some people that like, this is the industry's biggest infrastructure show. And I'm an infrastructure guy by the back of my mind. I take, I don't think this is not an infrastructure show. This is really about business. Absolutely, there's technology. Somebody I love that said, CES, this is now EES. This is the enterprise. Well, I mean, we're going to have Theresa Carlson on. It's, you know, it's all digital, right? I mean, it's a digital culture because their public sector business is booming. It's not just the enterprise. They nailed the startup. They nailed the elastic cloud check. Tom Siebel pointed out yesterday. And what they're nailing now with IT is they are becoming the lever, the catalyst for IT transformation at price points and functionality never seen before. And it's mind boggling. Google's got to reorganize because they can't compete with Alexa, right? Or things of that nature. So then you got the public sector, the government and then global, regional, China, Europe, huge issues. So they're winning. I mean, to me, this is a huge new thing. And why I ran it on the Gartner slide that Jassy puts up is, Amazon is the new guard and they're putting up old guard metrics. So Stu, this is not an infrastructure as a service, magic quadrant. So the question that we share is what are the new guard metrics? My opinion, no one's developed it yet. How would you define a modern metric for who's winning and who's losing? Because if you say number of customers, Oracle has a lot of customers, IBM's got a lot of customers. Yeah, so John, Amazon's leading the Vanguard and helping customers through digital transformation. I don't know how to measure that yet, but absolutely, they're the ones that are doing this. It's not a product centric. It's about the mindset and how we build things. I've really loved this week talking about how real is serverless and really that land is getting embedded everywhere. It's not about a product and oh hey, you're only going to pay for it by the microsecond and it's 90% cheaper. No, no, no, it's about the triggers and the APIs and just integrating into the way I can build things faster. Yes, I can really get benefit out of microservices. That serverless application repository that Werner talked about. I mean, we got really excited when we got for containers like the Docker Hub. We had, in virtualization, we had the same way we could get kind of standard images out there. Serverless application repository is going to do the same thing for serverless. Is there lock-in from AWS Lambda? How much is there going to be standards that come in? The CNCF next week is going to be digging into that. Is there a cost reduction or is there a cost increase? These are questions. All right, so final question for you. I know we got to move on to our full day here, but Stu, you study, you do the hallway conversations. You read all the influencer events. How do you connect the dots between Andy Jassy's keynote and Werner's? Where is the dots connecting? What is jumping out at you? Obviously Lambda, but what are the highlights from your perspective that you see just jumping out the Amazons connecting and trying to present? Yeah, so we always used to say it was like, okay, as day one developer and day two enterprise, we're starting to see those lines blur. As the enterprise, we are still early in kind of the massive adoption there, but that's where it's coming together. There's lots of excitement, but as we talked about the continuum, we know we have bare metal, we have instances, we have containers, we have serverless, and the enterprise is starting to drop that. I know there's a Sumo Logic report you've been quoting, and we've been getting data out. And it came on yesterday. Absolutely, so good data there. New Relic had some good reports digging into this, so the wave changes happening faster than ever, and Amazon is the lead horse in driving this change throughout the industry. And don't forget Intel. Intel's just minding their business, just watching all these compute requests come in.  Absolutely. All right, I'm John Furrier, Stu Minion, breaking down day three of theCUBE, day three here. We've actually started on Sunday night at midnight. A lot of great action, a lot of great analysis. Of course, check out our new Twitch channel, so twitch.tv slash SiliconANGLE, twitch.tv slash theCUBE, two new channels, or one rebooted channel, one new channel. And of course, thecube.net, we're on YouTube, so check out our Twitch and join our community if you're a gamer. Back with more live coverage here live in Las Vegas for AWS re-invent after this short break.


I'm Lisa Whitter and I'm the Chief Change Officer at Fenton, more of the largest global public interest in social innovation company. And we work on advocacy, so improving the state of the world through laws. We work on behavior change, so getting men to get their prostate checked or reframing what it means to be a woman in today's world. And we help people who want to do good have more power. This is truly global and not just global in the people who are sitting there, but global in perspective. And so you're all the time being challenged about what norms are. And there's a lot of assumption challenging, which I think is the only way to really break through and solve problems. The other thing is, you know, when you walk into a room with so many successful people, whatever that means, oftentimes the egos are larger than the actual intelligence. And I find that the YGL community, there's a really strong tenant that you check your egos at the door and you come in really ready to do what you need to do to solve problems. We live in a world that feels like it's becoming more and more polarized ideologically and politically. And there's lots of reasons, the role of technology, the role of media, how we like to sit in our own cocoons because we're comfortable. And someone once described to me an important element of leadership is in listening so that you'll actually be open to changing your mind versus listening to reinforce what your common-held beliefs are. And for me, that's really important. And the other thing is for me as well is, you know, a lot of people say that leadership is about, you know, coming from behind. While I think that's true, I also think leadership is about partnership and about sort of standing together.


Hi and welcome to the session. Let's work out the following question. The question says, sure that there is no correlation between the variables X and Y in the following data. We are given a table here. In the first row, we have the X's that are 1, 2, 3, 4, 5 and we have corresponding Y's. They are 4, 1, 0, 1, 4 respectively. So, let us start with a solution to this question. Now, first of all, like this, we make a table wherein we have the following columns. Here we have X's, Y, X, Y. Now, let us multiply X with Y to get X, Y. So, we will have 4, 2, 0, 4, 20. X square will be 1, 4, 9, 16, 25 and Y square will be 16, 1, 0, 1, 16. We see that X is sum up to 15. Y sum up to 10. X Y sum up to 30. This sums up to 55. This sums up to 34. Hence, we have N is equal to 5. Submission X is equal to 15. Submission Y is equal to 10. Submission X Y is equal to 30. Submission X square is equal to 55 and Submission Y square is equal to 34. Now, we know that correlation coefficient is given by R that is equal to N into Submission X Y minus Submission X into Submission Y, the whole divided by square root N into Submission X square minus Submission X the whole square multiplied by square root N into Submission Y square minus Submission Y the whole square. Now, we simply put in the values here and we get N that is 5 into 30 minus 15 into 10 divided by square root of 5 into 55 minus 15 square multiplied by square root of 5 into 34 minus 10 square. Now, this simplifies to 150 minus 150 divided by square root of 275 minus 225 multiplied by square root of 170 minus 100 and this is equal to 0. So, R is equal to 0. Thus, there is no correlation between X and Y. So, this is our answer to this question. I hope that you understood the solution and enjoyed the session. Have a good day.