Righty, it's officially that time of year where I make my final and official prediction for 2024 and let me tell you Despite having half of the puzzle complete with blueprints and all I am pretty Lost still and this is the first year ever where I am not confident in the rides The dry park of things that will be getting in 2024. No, I will say when it comes to splash works I'm very confident. So in 2024 to start it off with what I know We will be seeing a investments going into splash works for those of you that know our splash works water park is so under invested in and it is so What's the polite way of saying it is just ugly? It really is just ugly It is just not up to date with Cedar fair standards in water parks And I think this is the year you're gonna fully see them invest in the water park and bring it up to standard In fact, I think they've already been showing it so with the new water pump house and the back of the mountain Bay cliff jumping experience Cedar fair has actually gone in and Re-themed the backs of those and the the entire water pump house itself that burned down to be frontier Canada theming So that was pretty interesting. I think we're gonna see that theme continue with a large-scale water slide and Reinvestment in some of the buildings and infrastructure and even a bar and a Playhouse if that's what you call them. I'm not sure you call those little water pump playhouses But I fully see them a re-building the one that is right by the wave pool With that being said, I definitely think we could see even two water slides I do know that they were looking at redoing some of the water slides in the water park I'm not sure they've moved forward with a lot of those. I'm hearing in the industry That one specific project that would have been really cool actually isn't moving forward to next year So that's a shame. I can't discuss too much on that, but I will say the industry as a whole They are moving forward with a new Kind of technology to limit the amount of lifeguards that water parks need which actually makes sense So we'll see what that translates into the water park industry itself But let's move on into my predictions for the dry park I think that Wonderland is going to be slowly transitioning frontier Canada From 2024 into 2025 and we're gonna see that with the rapids ride. This is just a prediction I haven't actually not heard any concrete information. So this is just a wild prediction But I think it's a pretty safe one. So for those of you that saw the survey You saw that, you know, the GCI family wooden coaster that they were teasing and in front of it It had a whole themed area and a lot of us were speculating that this new themed area was around the whitewater canyon area So I could totally see in 2024 Wonderland doing half of what you saw in that wooden coaster blueprint or survey picture and doing a water whitewater canyon lesser than what you see on the screen right now for Calico River Rapids and Introducing our kind of like Forbidden frontier experience With a whitewater rapids upgrade. So I definitely think that's a plausible Outcome and it kind of leads them into whatever they choose to build in the whitewater canyon coaster wise again Those surveys could have changed things I know a lot more about how Wonderland bids on Attractions now and when I say Wonderland, this is everything park But very specifically I know how Wonderland bids on attractions now, and it's a lot more interesting than you think I'm gonna use an example and this is not a concrete example because I don't want to get anyone in trouble But let's say Wonderland was looking at a specific plot of land Actually, I'll use the current one so the mountain area you see a lot of those survey markings pop up What Wonderland does is they'll have a survey company come in and They'll survey an area and they'll create a boundary and survey specific objects and points of interest and electrical and all that And then what Wonderland's gonna do is they're gonna Have some sort of concept in mind So as you know Wonderland seems to want some sort of launch coaster that launches into the mountain out of it and back Around what they'll then do is go to manufacturers like Bolliger and Mabelard Intamin Vakoma any of the ones that they are interested and they're not gonna go to everyone, but they're gonna go to a bunch of people They're not just gonna go to Bolliger and Mabelard I can confirm that and they're gonna ask them to come up with a concept within a certain budget And then they'll receive a bunch of concepts. So again with this wooden coaster in Whitewater Canyon There are probably other concepts from other manufacturers and if the surveys didn't do so hot They might actually move forward with a different concept. So don't be so sold on the family GCI So it'll truly be a surprise on what Wonderland chooses. I can't see The wooden coaster doing super well in those surveys I think Wonderland expects people to be truly honest at what they're seeing before them And I think that the way they described the wooden coaster Even though we all know that a GCI even if it is a family GCI is gonna be pretty awesome in itself I think a lot of guests might actually have voted it down But again, if they still have family in mind Wonderland may also know that would have happened and they might choose that regardless But just to put a little food for thought there are other options for that plot a land as well outside of that family GCI so just keep that in mind and On top of that. I definitely as you saw at the beginning of this video I think that a dark ride isn't out of the equation either for those of you that have been around this channel for a while I am not giving up hope on our beloved action theater and Wonderland Wanting to turn that into a winter fest Approved attraction with a dark ride and to obviously escape the heat and you know The climate is becoming warmer. It's becoming more rainy as you saw this year So indoor attractions never heard a company like an outdoor amusement park So I definitely see action theater being developed in Frontier Canada as well into some sort of mining elevator type-esque Dark ride I could totally see a pre-show where you're going down similar to treasure hunt That just opened in California going down an elevator shaft as a pre-show like a and then you board a Sally dark ride Or an Intamin dark ride one of those theater dark rides as well But I don't see them moving down the flying theater Aspect as the park has confirmed they don't like to build the attractions that exist elsewhere in Canada And unfortunately the flying theater has been picked up by a Toronto Company, so definitely don't see Wonderland moving down that route. But yeah, those are my Official predictions. Obviously we can probably see maybe a Zemperla Kids ride added near Snoopy's Racing Railway or even a Zemperla Flat ride package near Frontier Canada as well I'm sure a lot of you guys have questions about World Expo again that area is still about three years out So the most we'll see in the next like one to three years is ride removals So definitely keep an eye out for those. I am sticking to time warp is on the way out It may not be at the end of this season, but I definitely think it's on the way out as of next season the latest But yeah, awesome. Thanks so much for watching today's video guys And comment down below you guys think we're gonna be getting in 2024 because as I said, I only know the water park side of things I do also want to whoa I do want to touch on one more thing the park is surveying the entire park as a whole Which does also make this really difficult But I also think that shows a really good sign that you could see parts of the park receive upgrades so theming upgrades Restaurant upgrades building upgrades and all that kind of restoring the park to an actual theme park So definitely stay excited guys comment down below what you think's coming in 2024 and thanks so much for watching Have a good one. Bye


Rosh Hashanah marks the start of a new year. It is a time of redemption and renewal and hope for a new beginning. I'm delighted to join Jewish communities across Canada and around the world in celebration of Rosh Hashanah. In the coming days, Jews will come together to pray and hear the blowing of the shofar, to reflect on the past year, and to look forward to the promises of the year ahead. I encourage everyone to embody the Jewish value of Takun Alam. We can all do our part to repair the world and build a better future for our children and our grandchildren. On behalf of our family, Sophie and I wish everyone celebrating a healthy, peaceful and prosperous New Year. Shana Tovah, Ume Tukah.


You're watching Impulse on the Freedom Network, and now here's Anthony. Thank you so much, I appreciate it, you, and I appreciate our audience. Today I wanted to talk to you about this. This is the Muga Gaming System. It comes complete with a nice little tripod, which is right here. Actually, it doesn't really look like a tripod until you open it up, at which point you can kind of see that it's a tripod. It's got three legs. It's how tripods work. Though the tripod is meant to hold your tablet into your phone, the system itself also comes with this. This is a nice little grabbing device so that you can place your phone into the Muga system, much like this. The Muga system allows you to play games using your Android or iOS device. There is a Muga system for iOS and one for Android. This one happens to be the Android one because I don't buy Apple products. The system comes loaded with a ton of games and a lot of games that you can buy. It's awesome because it actually gives you a full-sized controller that's right on par with, say, an Xbox 360 or an Xbox One controller. In fact, if you put two side by side, they look very similar, except for, of course, the holder for your phone. Here we have an Xbox One controller right next to the Muga. You can see that there's definitely a similarity between the two. As far as selection of the games, it's really not that bad. For the price point on this, which is about $60, $70 or so, it's a nice little toy to keep yourself entertained on the road or whatever for all of these cool mobile games that do come with it. A lot of them aren't necessarily mobile games, but games that have been adapted so that you can use it with this. The fact that you can put either your device that it pairs with your screen here or on a tripod does give you the ability to do a lot of really cool things, such as maybe keep your kids entertained or something like that. I will say this, I do not believe that this is a good fit for someone who's looking to do gaming for YouTube unless you have the ability to do something like, say, if you've got a Samsung device, you can output your screen onto anything that has a HDMI output. So that's really cool if you've got a Samsung device. Otherwise, recording on your Android device isn't always easy. It's possible, but not easy. Overall, for fun, I would give this device probably about a seven. I had a lot of fun testing this. However, I also have to point out that, like I said before, if you're looking to do YouTube with a device like this, it's probably not going to be for the best. If you're looking to just have fun and maybe keep your kids out of your hair or possibly just a little brother or something like that, that's great. And it works for the function that it is. Now, this is compatible with Android. I believe it's 2.1 and above. The one for iOS will work for, I believe, iOS 4 and above. And, you know, as far as compatibility goes, I think they've done a really good job. Also, you know, everything packs away really nice, really tight. It comes with charging cables and this will actually charge your Android or iOS device directly from it, which is also a really nice plus. Playtime on the device from a full charge is somewhere about four to six hours, depending on what you're doing with it. If you have any experience with this device or any devices like it, let us know in the comments section down below. If you have any requests for similar things, let me know. I'd really like to look at more devices like this because I think they're a lot of fun. And I think that there's probably some gems out there that might translate to people who want to do things for YouTube. I don't know. Mobile gaming here on YouTube. I think that it has a lot of room to grow. Let me know what you think down there. Till next time, I'm Anthony. Like, subscribe, comments, please. Oh, and don't forget, you can always find me at youtube.com slash Anthony Smith. This is one of those headsets that it may not look like much, but there's an old saying about judging a book by its cover. But this isn't the book review. If you jump into your secrets, if you really look at yourself, you will be speechless. What happened to being doctors and teachers? What happened to being your brother's keyboard? Nowadays kids won't worry.


Brainer boys hockey hosting Riverlakes for their final regular season game in the first period. Nick Hastings takes the puck down the left side. Snipes at top shelf near post to give Brainer an early one to nothing lead. Still in the first, Mason Cruz makes the pass across to Wyatt Andries, puts it home to give the Warriors the two to nothing lead. Brainer heads into the post season with a five to one victory tonight. If you enjoyed this segment of Lakeland news please consider making a tax deductible contribution to Lakeland PBS.


Hi, my name is Dr. Ankit Shah. I'm a practicing radiologist at Willepale West at Eklat polyclinic. My special area of interest is muscular skeletal imaging and today I will be talking on ultrasound guided injections around the shoulder joint. Thank you for joining in. Let's begin with something very basic which probes to begin with. We always start with linear probes especially when we want to inject the bicep standard sheath or the acromioclavicular joint or even the subacromyl subdeltoid bursa. Our standard workhorse is the linear probes. Now you really don't need a very high resolution linear probe. Even your standard 11 to 9 megahertz probe is good enough. And if you have a hockey stick probe that you can use for injection of the acromioclavicular joint. There are two basic techniques for needle visualization. One is a long axis technique or the in plane technique where your needle is parallel to the probe. So your needle will be visualized as an echogenic linear structure all along its length or what you have is a short axis technique where your needle is perpendicular to the ultrasound beam wherein your needle will be only seen as a bright dot. This is how the needle looks in the long axis. You can see the entire needle all along its course and this is the needle tip. So most of the people while doing ultrasound guided interventions they would like to use a long axis technique. However sometimes if the structure is deep or if the plane is not very suitable for putting the probe in an appropriate manner you might also have to use a short axis technique where all you will be able to see is just a part of the needle or sometimes you might have to do a combination of both. Now one more thing you need to remember is that keep the needle as parallel to the probe as possible because if the angulation of the needle is more than 45 degrees the visualization of the needle becomes more and more difficult. Now if we see in this video over here as the needle becomes more and more parallel with the probe you see the needle is visualized even better. So let's start with the subacromial injections. So if you are a beginner and if you have to start with musculoskeletal ultrasound guided interventions this is the most simplest injection you can begin with. So there are two techniques or there are two positions that you can use. One is via the anterior approach wherein the patient is lying supine and you go from lateral to medial or you use the lateral to medial approach where you make the patient lie down straight and or you make the patient sit straight and you approach from lateral to medial. So this is how it works. This is a probe position on the anterior aspect where you put your probe along the anterior aspect of the shoulder and you put your needle and as it goes from medial to lateral you go between the deltoid and the rotator cuff the space is a subacromial subdeltoid borsa. Again this is the video over here the graphic showing the position of the needle going from lateral to medial aspect entering within the subacromial subdeltoid borsa. Now as a beginner you need to count the levels of tissues from the skin surface to the bone to identify the rotator cuff which we have already covered in one of the previous lectures. So right from the beginning you have the subcutaneous fat over here followed by the deltoid muscle belly between the deltoid and the rotator cuff this echogenic layer that's your subacromial subdeltoid borsa or the peri borsa fat. So whenever you have to inject within the subacromial subdeltoid borsa this is the plane you will be targeting. So your needle comes from lateral it traverses the subcutaneous fat the deltoid and it deposits the drug within the subacromial subdeltoid borsa. Over here what I have shown is the position of the probe and the position of the needle how it will be approaching the subacromial subdeltoid borsa. So let's take one case over here with a 57 year old male with frozen shoulder what we see is the needle has come from lateral to medial as it goes over here this linear structure that's the needle and it enters the subacromial subdeltoid borsa and as you inject the steroid you see that there's nice distinction of the borsa that we see over here. Another patient this was a 73 year old male with secondary frozen shoulder so what we see is that the needle is seen in a long axis and as the needle comes over here and as you inject within the subacromial subdeltoid borsa on this clip you see that as in when you inject you see the anechoic fluid distending the subacromial subdeltoid borsa. Now these are the kind of cases that you would really like to begin with so this was a 63 year old female with subacromial subdeltoid bursitis she had an underlying inflammatory arthropathy so the MRI shows a nicely distended subacromial subdeltoid borsa this hyper intense structure that we see that's the fluid within the borsa and on the coronal you see the borsa going beyond the greater tuberosity so you see the needle coming through the deltoid you enter the subacromial subdeltoid borsa and once you inject the fluid you see the injected being inserted within the subacromial subdeltoid and this is how this the procedure was done the patient was made to lie down with the unaffected side down and this is how the position of my needle and the probe so this was one 44 year old male with calcific tendinosis was referred for injection within the subacromial subdeltoid borsa what we see is this is a calcium within the tendon over here and this is the needle which comes and as we inject within the subacromial subdeltoid borsa there's distension of the subacromial subdeltoid borsa that we see over here so these are some common examples of injection within the subacromial subdeltoid borsa after this we come to glenohumeral joint injections so one of the most common indications for glenohumeral joint injection is adhesive capsulitis or frozen shoulder so before that it's a great idea to have a small recap of what the anatomy of the glenohumeral joint looks like on ultrasound so what we see over here is if we place our probe along the posterior aspect of the shoulder on the short axis so we see the infraspinatus below the infraspinatus you see the glenoid and the humerus and that's the glenoid labrum that we see so if your needle has to come it goes from lateral to medial aspect and it enters the joint in this manner and you once you're inside the joint you deposit the steroid or the whatever injected which you have prepared within the joint cavity so let's take this one fifth case which is a 54 year old female with frozen shoulder so this is the needle which goes through the infraspinatus so this is the glenohumeral joint cavity and this is the needle which has entered the joint and what I'm doing is as I inject you see that this distension of the joint capsule so once again that's the needle entering the joint through the infraspinatus muscle belly once it enters the joint over here as it enters and once the needle is over here I inject and you see distension of the joint capsule over here what you see is this is how you position the patient you make the patient lie prone and you go from lateral to medial aspect so this is another 74 71 year old female with frozen shoulder the pre procedure radiograph looks uh undermarkable except for a little bit of acromia clavicular joint arthritis so this is what the uh we position the patient prone with the arm uh abducted and as you go from lateral lateral to medial this is the position of the needle as it enters the joint over here and then once the needle is seen within the joint you gradually inject your injectate and you will see that this distension of the joint or you see uh small bubbles as you inject within the joint cavity so with this we move on to acromia clavicular joint injections there are at least two ways that you would want to approach the acromia clavicular joint one is visualize the needle on the long axis either going from lateral to medial or what I prefer to do is visualize the needle in the long axis from anterior to posterior so these are the two commonly used techniques where you wherein you visualize the needle on the long axis or you can also visualize the needle on the short axis in this fashion wherein you connect the acromia clavicular joint uh the acromion and clavicular uh tool and you identify the joint in the short axis and you go from posterior to anterior so let's see how it goes so this is ultrasound anatomy of the acromia clavicular joint so this is the acromion and that's the clavicle and this is a superior acromia clavicular ligament and as you go from uh from lateral to medial this is how the needle looks it penetrates the joint and this is how you deposit the injectate over here how we do it from anterior to posterior how does it work so if you look at the anatomy you know there have been lots of new papers wherein they say that there's a natural opening of the acromia clavicular joint anteriorly so if you see on the CT this these are the actual views wherein you see that the acromia clavicular joint opens up anteriorly and this is a 3D view so if you have to enter the joint there's a natural opening so this is what I prefer I prefer to go from anterior to uh posterior because that makes my life much more easier this was one case with a 36 year old male volleyball player with shoulder pain and the patient had acromia clavicular joint osteoarthritis so as I go from lateral to medial this is I this is my needle tip within the joint and as once my needle tip is within the joint I inject over here and you see that injected flowing within the joint now mind you this acromia clavicular joint is a very small or a tightly packed joint so even if you get in around 1 ml of fluid that's quite a bit or maybe 1.5 but definitely not more than that this is uh how you inject within the acromia clavicular joint using a long axis technique from lateral to medial this was a patient with acromia clavicular joint osteoarthritis so what we see is that there is edema along the lateral aspect of the clavicle there are some osteophytes as well so this is what I prefer going from anterior to posterior so this is the anterior aspect of the joint this is my needling a needle entering the joint and once I inject over here I see that there's distension of the joint capsule quite simple if you're a beginner I think acromia clavicular joints can be very easy joints to start with this was a young weight lifter so after lifting weights he was having a lot of pain you know so he was diagnosed with distal clavicular osteolysis and he was advised for an acromia clavicular joint injection so this is what it looks like you enter the joint from anterior to posterior this is the needle entering and once the needle enters you inject and you see the injectate flowing within the joint all right so anterior to posterior your needle enters and this is how the injectate looks as it enters the joint now needling of calcific tendinosis is something that nowadays we get asked more often what you do is you scan the patient first and identify the calcific deposit because that's where you'll be inserting your needle it is done in two or rather three basic steps step one is wherein you inject local anesthesia or two percent lignocaine in the subacromial subdeltoid bursa and the overlying skin anesthetize that area following which what you do is you insert your needle and you try and break the calcium you try and break the calcium all right you do multiple attempts with that you push in a little bit of saline and lignocaine and you try and break the calcium and whatever comes out that's going to be here the calcium which gets dissolved it comes out through the same syringe this is either you call it a needling of the calcium or this is also known as calcium barbotage so these are the basic steps all right so this was one 56 year old female with calcific tendinosis what we see is that there's soft calcium within the rotator cuff tendon this is the ap and the axillary views we see the calcium pretty well and this is how it goes we go within the calcium you inject saline within it and you kind of try and break it up and you try and aspirate the calcium and once you've done that done that procedure you inject a steroid within the subacromial subdeltoid bursa so this was what we aspirated from the calcium now we feel that you know that calcium must be a thick chalky material but it actually turns out to be a paste like material that this is what you can aspirate so this was another case with a 44 year old male with calcific tendinosis this is a radiograph showing soft calcium this is what we see on the ultrasound this is a cuff and that's a soft calcium over here so this is what we do we first we inject within the subacromial subdeltoid bursa once this once a patient is anesthetized what we do is we put in the needle within the calcium we inject a little bit of most saline and a little bit of lignocaine and what we do is we try and fragment the calcium and once you do that this fragmented calcium can be aspirated by the same needle take home points is ultrasound results in better accuracy especially when which area you want to inject you want to inject within the subacromial subdeltoid bursa the glenohumeral joint the acromial clavicular joint because these are very small and these are very thin structures so where you're injecting that is of at most importance so that you get them the patient gets the maximum benefit of that injected drug and the whole point of using ultrasound guidance for subacromial subdeltoid bursal injections or the glenohumeral joint is we want to avoid damage to the rotator cuff tendon we really do not want to inject within the tendon because if you inject a steroid within the tendon it's going to result in tendon weakening and ultimately it results in a tendon tear and of course once you use ultrasound before doing any kind of procedure it helps you in better in better decision making and prognosticating the disease the disease process and communicating with the patient thank you so much


When I entered the cryptocurrency space and I really started thinking deeply about what was the point? What's the overall purpose of building cryptocurrencies or deploying these systems where you don't intrinsically trust people and you're trying to kill centralization? It wasn't about can we just create a competing money to the US dollar or to the Euro or can we kill all the banks and somehow create some way of doing lending that's better. I mean these are interesting things and they're intriguing academic concepts and certainly competition and monetary policy is an interesting thing, but the reality is that whether you like the system or dislike the system the Western world has, there's a lot of people who live in very bad systems. About three billion people are unbanked and as a consequence of not having good identity infrastructure, good financial infrastructure, they don't have the ability to climb out of poverty without a considerable amount of assistance or leaving their country which creates brain drain. So the very first thing I thought about when I entered the cryptocurrency space was how could we use this technology to actually resolve the problems of the developing world and not resolve them in showing up and saying oh well I know everything I know all your problems I'm going to tell you what to do and just listen to my brilliance and somehow this will solve everything that's been tried for a long time and it's a miserable failure. Instead it's about saying this technology has no owner, this technology has no central point of failure, this technology has no one in control. Instead it's infrastructure, global infrastructure that no matter how rich you are or how poor you are you use the same infrastructure. It's almost like the subways of New York. You have one of the richest men in the world Bloomberg on it and then you have homeless people on it. They're using the same infrastructure. So this is basically the same concept when you're talking about cryptocurrencies. So about four years ago I gave a TED talk in Vermuda and the goal of the talk was to try to elaborate why I felt cryptocurrencies were interesting. They're not just root Goldberg machines for ICOs, they're not just these things that are fun to go talk about at expensive conferences in New York. These are things that if you have the patience, if you have the desire and also the appetite for failure and experimentation and you're willing to have a bit of courage and go into the developing world within an arc of time several years, three years, five years, a decade, you can actually teach people how to use this technology and make it theirs and then they can solve all of their local problems. So that was the hypothesis that I had four years ago and when we formed IOHK Jeremy and I always wanted to do something within the developing world but it took us several years to build up enough momentum and revenue and build up enough infrastructure within our own company and also build Cardano to a point where we felt that we actually had a fighting chance to be able to enter these markets correctly. So we started with Argentina and then we moved on to Barbados and now we're one of the most popular countries in Africa, Ethiopia and this is our entry point into the African continent. So why Ethiopia? What makes Ethiopia special? Well Ethiopia is a very ancient country and it has a lot of amazing connections throughout its geopolitical pole. It has the African unions here, UNICEF is here, it's a country that has wonderful trading relationships, it's a country that has a very continental view. There are some countries that tend to be a bit isolated and there's other countries that tend to take a leadership role into the destiny of the land they're in. So if you wish to do business in Africa, places like South Africa and places like Ethiopia are places you have to visit, places that you have to have a pole run. So we decided that this would make sense to start and build a beachhead and build up a great network of entrepreneurs, developers and projects that we feel could really showcase the value proposition of our technology. Another reason why we chose Ethiopia is Ethiopia still has a lot of impoverished people. About a quarter of the country lives in extreme poverty or near extreme poverty. There's still significant infrastructure problems, there's still a very sizable proportion of people who are unbanked. It's a big humanitarian crisis in a certain respect. Ethiopia is also suffering from the problems of extreme growth. In just a century, they've gone from about 10 million people to 100 million people. As a consequence, about 90% of the biodiversity that was here in the turn of the 19th to 20th century has been lost. This is a country that literally has the lion as its national symbol and there's only a thousand of them left in the wild, about a thousand giraffes left in the wild. So it's a country that's having a bit of a difficulty dealing with sustainable growth. It's a country that's having a bit of difficult dealing with the consequences of globalism. And so we felt it would be a tremendously good target to be able to implement our technology. So how do we do that? Well, the first step is you assume nothing, you assume no knowledge. You start with the beginner's mind and you just say, let's find some good people, good people to work with. So you partner with the university, with the ministries of science and technology and then you say, give me your best students. Then I can take my best people from Cambridge and Oxford and from great universities like University of Edinburgh and say, go teach these people how our technology works. Teach them how to program in Haskell. Teach them how blockchain technology works and so forth.  For example, Ethiopia is one of the largest coffee producers in the world. And the agri-tech business here is really what sustains the country. And despite the fact that coffee is a huge cash crop for the country, it's a really dreary state of affairs. Most farms are a hectare or so in length. There's about a million and a half people who grow coffee. And they get inconsistent quality. There's all kinds of problems on the supply chain. There's unsustainable practices in coffee growing. For example, a lot of trees that should be stumped aren't. And as a consequence, people just barely get by. And if there's any bad growing season, it causes a huge amount of problems. So it would be wonderful to be able to say, boy, could we insert a blockchain for supply chain management? Can we create better systems to create cooperatives of farmers and allow them to get proper identities so they can use that for credit and they can use that for insurance? And also for prepayments to stumped trees, for example. These small changes, in some cases, could increase yields by 200% to 300%. And also allow them to get more consistent, less volatile pricing on coffee. For most people say, well, that's a little bit more money. But for people here, that's the difference between starvation and the difference between not only being able to survive, but also thrive and be able, generation by generation, to get better educated and to build actual wealth and climb out of poverty. So we feel that the tech we build has the best shot of being able to be part of that story. There's certainly other technology like IoT and AI and a lot of embedded devices. And you have to figure out how to solve intermittency issues in both the power grid as well as the internet connections. And that's certainly fun and exciting to think about it. It's something we're definitely going to participate in. But the core of all of it is trust and coordination. How do we deal with the fact that people have incentives that sometimes are contrary to each other? The buyer always tries to defraud the seller. The seller always tries to defraud the buyer. And business relationships are predatory or on the short term. If you can build better structures, better governance, that does not require centralized coordination, you resolve those issues, you build stronger, better marketplaces. And as a consequence, the people overall are in a better position and a more resilient position. Furthermore, once you have this infrastructure in place, you can have more of all conversations about conservation and sustainability and ecologically sustainability so that we don't have to continue to destroy our environment. We don't have to continue to watch species after species go extinct. The great part is also that if it works here, it'll work pretty much everywhere else in Africa and pretty much everywhere else in the world. So it's a tremendous challenge. It's a social problem. It's a game theoretic problem. It's a market problem. It's a technological problem. Getting money that lives in the internet that's always on, always digital, to work on a cell phone that doesn't always have an internet connection, that's challenging. And it's certainly gonna tax our researchers and our engineers. But at the end of the day, it's not what you do for people who have the most that will define you, but it's what you do for the people who have the least. That's kind of our mantra and how we feel we should approach business. So we're incredibly excited to be here in Ethiopia. It's a very long arc. It's gonna take years for us to see real fruits of the labor is in the jurisdiction. It's not the only country we're going to soon. We'll head to Rwanda and other places, but it's one that's very exciting. And we think we can over a long arc of time have the biggest impact in places like Ethiopia and especially in the agritic business and so forth.


Hey guys she bear 1,000 here again with another video this time. It's gonna be on a flea market find Japanese lighter Stay tuned and we'll take a look at it together. Okay guys what we have here today is A Japanese. It's not actually a cigarette lighter. It's Japan's made in Japan But I did look this up and it is vintage They still aren't making them, but Excuse me. It's actually a pipe and cigar lighter now When I bought it What I give for this thing What I get for this nine bucks So it came it was like 950 so Came like 10 something, you know with tax But I tried to put Flynn in it and the Flint wouldn't go in You can see that'll spark now but Way down in there. I know this camera won't focus on that but down in there where the flint comes out It was bent. It was bent. See the flint is here And it goes up and kind of turns back that way But it was bent. So what I did was I took us a little screwdriver Or not screwdriver. It's a little nail and I stuck up in there where the where the Flint spring goes And I tapped on it a few times and now When I stuck it in I could tell the flint was going to go in so now we've got so Let's go ahead and take this bottom screw out here it's on the same basis as a zip-o and Yes, just like a little I Know you can hardly see it. Let me see if I put it down here But anyway, we've got our zip a lighter fluid here Let me get this open Having a hell of a time trying to upload videos for you guys having them but technical issues again So let's fill this up.  I'm assuming this holds more because there's probably a lot more wadding in there than in a zip-o style lighter because like a pipe and Cigars sometimes takes a lot longer to Too light so they don't want you running out That's quick. I don't know if that's case or not or if it's just because it's cool, but Okay And we'll put this back on here One of these similar like I said, did I mention it? I looked it up online and it was sold it sold for $100 even So let's say let's put this in here. Let's see what we got See if it's saturated enough yet may not be saturated enough yet Yeah, the wick Yeah, it looks like it's wet. So Things for sure. It does not light real easy Let's check this out here Pull the wick out a little bit Whoops, maybe too much fluff to wake up a little bit. I'm not I'm not even sure if I'm right in this way or lightness, right? Okay, guys.  I blew it out and did it again for about 20 more seconds and then I let it cool off and then I went ahead and Open the back up and I filled it up With some more zipper I kind of overfilled it a little bit on purpose and then I let it dry by itself and then I lit it and There we go. It's like that There we have it guys so Let's get you up here. There you are. So anyway, that's that's what I did that's all I did to get that the slider working here and Oh, yeah, there you are I'm holding it clear over here in the lenses. I keep looking in the screen, but there we go. There it is my little Cigar Pipeliter and it works just fine. So there's another one for you stay tuned for some more videos I got a couple more coming up. I May do one or two this weekend on the dollar tree on a couple dollar tree items I bought let's just see see how good they are for a buck, you know, you never know They might might be alright or they could be junk But then again that other thing that other product from the other day was You know scratch remover Junking it was what 10 or 15 bucks 10 bucks or something like that. So anyway guys remember Keep mind it I'll keep more video I'll keep the videos coming as I can as I can do them I was gonna do a couple of work today, but I didn't bring the camera and I took a You know, I did it with my phone and my phone bad memory cord man It sucks. This one is doing it again to where I'll play it back. It plays back fine I shut it off Put it in the computer and nothing it ain't there but remember guys Shea bear the myth the man the legend I'm gone. Take care guys. Bye. Bye now


introduction to self-assessment activities. There are so many careers to explore, so it might seem intimidating to choose one. A lot of them can be filtered out by interests alone. Some jobs will seem fascinating, while others might seem terrible. But it's also important to figure out who you are as a worker, your skills and priorities, because your interests will only take you so far in narrowing down these career options. For example, you might love the medical field and want to help people, so nursing might sound like a great job for you, until you realize you prefer working alone and you don't want to do night shifts. In this case, nursing might not be for you, but another job in the health sector, like a lab technician, might fit you perfectly. But how do you identify your skills, values and deal breakers? If you're struggling to figure these out, we've created a few self-assessment activities to help.  In the final video, we'll show you how to put the information from the sheets together to create a career-focused education plan. These self-assessments will help you get a better sense of yourself and the job that will fit you. Thanks for watching.


Hi, I'm Brendan Connivoy not Jen Krieger. Jen couldn't be here So I'll be presenting both parts of today's play and what we're talking about today is basically the four-year journey that was Required to produce rel 8 so how we're at monetized rel 8 design processing culture and for our marketing folks well It was short for red hat enterprise Linux so What are we talking about? We're talking about this problem. We had there was this one technical objective Separating the operating system from the applications We inside rail had two processed nightmares to kind of sort out And it took four years of work to get to the point that we could actually launch a new rail release with those processed nightmares in Hand and it involved about 1200 people overall inside the red hat organization. So a full 10% of the company So let's let's go back in time Back to March of 2015. This is when rel 8 began and It was it was great. We had a schedule 8 alpha was going to be based on fedora 24 due July of 2016 8 beta based on fedora 25 do in February and GA do in August of 2017 That did not happen August 2017 was two years ago. Well was launched more recently So this other thing happened at the same time. We started the rel 8 project We also started the rel.next project which was inspired by fedora.next actually and rel.next was Inspired by just the notion that if we divided the operating system from the applications We could do some things we wanted to do that would be good for the product Good for the distribution good for the business and For us we were trying to solve that too fast too slow problem that Matthew talked about where some things you want to deliver faster Some things you want to deliver slower didn't seem tractable to please everybody all of the time But for our customers what they wanted was a really stable operating system but also Really rapid moving applications like you want your oh you don't boot your distribution just to boot you like boot it Because you're going to run something and so whatever you're going to run You want your operating system to be rock solid But you also want your applications to have the features that you want and generally that means getting upstream Into the distribution as rapidly as possible and as safely as possible so basically we make upstream safe for consumption and On top of all that we wanted to be able to add features without changing the user experience So all the time people are like I want everything the way it is only with this one thing And when you put all of those one things together you get into this problem where you've changed everything for everybody so We kind of had this contradiction of how do we serve everybody the thing that they want and yet not change anything for Anybody that they don't want it So with this Problem in mind we actually stopped the rally project. We just put it dead in its tracks It was such a hard stop that there was a swear jar like we were meeting it Conference ahead or ahead of dev conf in Czech Republic in 2016 and we actually had a swear jar if you said really you had to pay basically Crown so anyway, it was It was significant. We decided let's really solve this problem. What's really put our energy into it and What we what we found was that we didn't actually know how to proceed. We didn't have the skills We didn't have the tools. We didn't have the mindset. So what did we have? Well, we had Linux distributions and they're over a quarter of a century old now, right? Like like even Red Hat Enterprise Linux is is pretty new in the grand scheme of things Red Hat Linux came before that Slackware came before that SLS came before that they're old and and they're kind of set in their ways And then the distribution is just a composition of different components So Red Enterprise Linux 8 is is about 3,000 components overall and each one of them has their their own Like every community has its own norms for development And and of course because we're not the owner of those 3,000 communities We're just participants. We we are at best stewards of those communities And so we can't just go in and make radical change. We actually have to go and work with all 3,000 different points of interest and do something that's compatible with all those communities so well, of course is pretty successful and We have We have most of the stewards of that success But what we needed were actually new development teams when we looked at the the problems that we wanted to solve in The enterprise Linux business. It was we needed to make new code Whereas all these communities have existing code existing Somebody created this thing and it is great and we're using it and we're working with them with it We actually needed to make some net new things and that was not actually a skill that we were staffed for and What we had were mature Linux distributions Fedora is great and it was great And even CentOS has has a great place for us But what we needed was to actually change the fundamentals of all three of them like splitting OS from the applications is What does that even mean right like one of the foundations of how things work right now? Is that anything can depend on anything and this this is pretty fundamental and And of course we just have a legacy we have people are used to using this They're used to the way things are but we actually need to to change the way things are and not interfere So what do you do when you when all of these come together? Well, you know, we said this calls for agile and It sounds like a good idea, but it's also a little messy So we did the usual thing that most companies do when they think let's let's do agile We tried out scrum like that is that is the thing that makes sense to the most people because they're like Oh, there's there's a schedule and there's feedback and yeah, it's good And that actually worked really well. We created some great scrum teams We had some great projects and we had great success and we also made the typical wonders like we just did textbook stuff We had experts in we had like highly proficient agile coaches and whatnot. We still made all the same mistakes. So We're gonna talk a little bit about what those were So first what were the good things? So we had scrum teams and those teams actually did produce good work. They they made new stuff the the The foundation modularity came from that our in-place upgrade infrastructure Product called I think it's well project-wise in Fedora. It's called composer It's like red hat image tool as a product So those came out of the scrum teams we created and they made net new stuff directed by product management And that was a thing we hadn't done before we built a muscle that was that we didn't have or it was atrophied And we did that with cross-functional teamwork. This was This was also kind of a novel thing for us because we have a lot of developers We we staff extensively for engineering and less so for most other roles and so that that imbalance means that we end up with a lot of a Lot of self-directed engineers making choices without product managers or customer support or anything else kind of tempering design decisions and and we did some distribution experimentation just along the way of Making rel 8 we we wondered okay. Well, what is it that that we want to have be the operating system? What is it that is the the applications? Is it just the kernel versus user space? Is it? System D is it what goes into a base container image? And we we did a lot of different things the fastest supercomputers in the world right now We're running a variation of rel 7 this was internally codenamed Pegas that has a more modern kernel and that that worked very well For that use case, but it turned out. It wasn't really good general solution so so even though we got a lot of great success not everything went well and I Just want to cover two things that didn't work Well, the first was that we didn't accept failure fast enough and this is one of those Things where if you're if you're on the team you see failure and you're like I don't want to accept failure I want to like I want to push through and make it work and all failure accepting failure means is observing that something isn't working and then making a change and in those cases where we looked at what are the problems that we have what are we going to do about it and we We really dug into it. We made Significant change and because of that significant change those those things Rapidly got much better and when we took a long time to actually have that that honest introspection Things dragged on and it was it was very painful for many members of the team So that was one thing, but there's this other thing I mentioned earlier that we generally staff for development over other roles so in most in most development Houses in the industry you have a pretty standard set of Developers to quality engineers to product managers and whatnot. It looks something like this like usually have five date developers have everyone product manager and In in our case because of our long history We actually have I think we started out with 130 to one product managers and now it's down to like 75 or something it it was it was Really out of balance and that meant that doing things like scrum actually Didn't work or they didn't scale very well So what we learned was that you can't just take scrum and and apply it and have everything work great Because when we did that we topped out at about 50 people We actually ran out of scrum masters we ran out of product managers And we ran out of queues like we just we ran out of everybody, but engineers Of course, we wanted to create more teams, but we couldn't because we didn't have the people to do that with and Further we needed to go from not we didn't mean 50 people We need to get 1200 people to be adopting these process changes to have these capabilities They didn't have before including remote staff So a lot of best practices actually are designed for everybody's in the same building in the same room at very least in the same time zone Here we are we inside red hat have staffed basically every time zone on earth Literally and the practices that are necessary to make that work are very different than what you would do if you had everybody in the same room So we did manage to scale this though And the way we did that was by formalizing a thing called autonomous subsystem teams Which is something that we didn't invent It's actually something that the rel 7 team invented while we were doing our our scrum work Because everybody faces the same problems One of the cool things about agile is like science you kind of rediscover the principles as you go along And so the teams that were delivering productized rel at that point in time We're having the same scaling issues and basically all they did was they took all of the roles that are Necessary to to move technology from like an idea to delivering it to a customer into one group So product management engineering quality engineering documentation support like that end-to-end team We just set one up for every single one of the technology areas where rel is and They came together for l7 when they were going to plan the next minor release update like 7 7 came out last week And if there was a change in the networking stack the networking subsystem team decided to do that and they decided it on their own so all we did was take that concept and Apply some of the agile principles to it So no change on who was in a subsystem team, but we kind of scaled out what they're supposed to do so they went from just planning to actually Executing together and that is that is really fundamental. You can't just show up some of the time You have to be there all of the time or at least at the right times in order to deliver Understanding to one another because basically You need to be a team not just a group of people that do things sometimes related to one another So we created all these subsystem teams We made them in charge of themselves and then we added optional agile facilitators for when they needed it And by doing this we were able to scale up a little bit So that was the first two years of this four-year journey. So where were we it's March of 2017? Let's do a checkpoint So technology goals were instantiated upstream. We had modularity. We had other projects that were well in hand we were exploring Cadence and and other aspects of splitting the operating system from the applications and We had roughly managed staffing ratios. It's still not great It's better to just go with industry norms, but it was working out. Okay, and so we decided to restart rail 8 in March of 2017 and What what actually happened? So it alpha was delivered on July of 2018 That was based on Fedora 27 8 beta was delivered in November That was based on Fedora 28 and GA in May about two months ago actually and that was actually based on 8 beta so once we get to the beta we stop inheriting from Fedora, which is a topic of Talk next or tomorrow actually so We did that but how did we do that like what were the actual steps? Like what were the things that we did because like just creating some system teams is not the end result It's like what did we learn and how did we apply it to all 1200 people? So the first thing was creating empathy between roles So as I mentioned, we mostly are engineers inside the rail division like eight times out of ten you're an engineer if you work on rail and That often means that you don't know what somebody else does you don't understand their role and You don't know how what you do affects them or how what they're doing is supposed to affect you And so this was a pretty deep change for us Likewise row uses a waterfall schedule. This is we didn't do scrum And in fact if you try doing scrum across 1200 people All in the same sprint cycle There are definite scaling issues and so we had a waterfall versus agile problem to tackle And then we also just had these outdated tools So our two process problems were basically waterfall and planning because the ability to plan Fundamentally is about being able to see what the big picture is and Break it down into actionable pieces and then take action and we didn't really have good tooling for that So what was the foundation for our change? Like how did we? How did we kind of apply some of these insights that we gained? And this is this is the hardest thing of anything and it's just it's just getting started because it is so Easy to do what you have done That just starting is the hardest part sometimes So what's let's think about this when you need to change the process for 1200 people? What do you do? What do you choose? What is what is the way to start and further? What if they've been doing it for 20 years? What if they like their entire lifetime their entire career? They've done things one way and you want them to do it another way well Oh and just side note the the rail development process is based on the red hat Linux development process Which was created in 1998. That's when the first bugzilla was filed The Agile manifesto wasn't even a gleam in somebody's eyes until three years after that. So it's a really deeply entrenched Production process kind of based more in in like physical manufacturer of goods than then Rapid software development practices. So where did we start? We started with a tool Which is the exact opposite of anything you're ever supposed to do like tooling is not the right thing Like a tool is a means to an end and there's only one reason why we started with a tool and that's because we didn't have a Tool to do the thing that we needed to do in order to create empathy to plan together to do any sort of Capacity work and that tool was JIRA actually so That's how we started we started with a tool but just having a tool doesn't mean you know how to use it So we invested in organizational abilities and and what does that mean? First thing is how versus what so a lot of the time When you see a problem here an engineer first thing you think is oh, I know how to solve that Let's do this let's do that and When You're trying to execute at scale what you actually need are some people to be in charge of the what needs to be done And some people in charge of the how you do that and the way it normally breaks down is that Product management your support organization people that are deeply aligned to up tune or upstream or Tuned into where things are going really need to focus on the what and then the people that are Really fantastic at handling code and and implementing things and whatnot are really good at the how So how versus what and the other piece is just ownership versus leadership. There are so many So many people that want to be owners, but in open source most people don't own anything We are we are working together. We are just trying to get things done And there are things that we want to do and leadership you can sometimes get people to do the same things You want to do? Ownership is kind of like a proprietary notion, right and and that kind of leads to the last thing Which is the difference between consensus and consent when you have 1200 people How do you get everybody to agree on it? You generally don't what you do is you find the things that everybody can live with and If you get there you have gone far because 1200 people are definitely going to give you their opinions that is That is that is fedora that is that is how we develop we have opinions But if some of them are just because we came up with one and some of them are because we are the Expert and it deeply affects us and we we are informed those are the ones that we want to have Consensus from and consent from from those it can live with choices So those are the organizational abilities and then when we actually put it into practice we kind of started out with with If you all use bugzilla If you look at bugzilla under the hood, it's just a it's a database with with a little web interface on top It is it's pretty primitive as far as tools go But it is like grains of sand and and the metaphor here is that it's like playing checkers Playing with bugzilla is like playing with checkers And when you actually want to plan when you want to actually talk about and design the beach resort You need something more sophisticated. It's more like playing a game of chess and so starting with a tool developing the abilities to To actually listen to the right people or be the right person to be listened to and then the tool to actually have the conversation in That's how we got started So when we did that when we had those things in place then we could actually Realistically talk about things that we could do inside of rel and this is where this is where things got Kind of interesting and more into how does fedora and rel relate to one another because one of the things that we figured out was That if you want to give customers the feature that they want Without forcing everybody to adopt that feature themselves You actually have to make it opt-in like we all the preference of opt-in versus opt-out spam, right? Well, we all it turns out that everybody actually wants opt-in versus opt-out features So if you can do that and we did it a lot in part due to the fedora change log process We scan hundreds of those and read them and made Decisions about whether we were going to keep them Reverse them document them do training for them. It was really helpful and in many cases We just documented in a few cases. We changed things to be opt-in and other cases. We just did a whole hog Reversion so probably the biggest example I can think of is DNF when we looked at how wildly different the DNF experience was between Yum and and DNF We started a two and a half year project just to get DNF behavior to look more like yum behavior because that would have been You know kind of like the system D of rel 8 we didn't want to have no one of those cases where we did great technology but also got Negative publicity for that great technology just because it was incompatible The other piece was that when the teams were actually doing their work. They got on their process. So Inside the traditional well all schedule there. There is basically this this huge Waterfall like Niagara Falls kind of set of milestones and what we did was say, okay within These windows you can do whatever you want as long as your output is The the thing that is needed. So however you want to develop if you want to do scrum if you want to do Kanban You want to do just like your own process You can do whatever you like as long as it happens between these boundaries and that's even though that doesn't mean we got rid of A waterfall schedule it meant that we changed the relationship between what the teams were doing and how we talked about the schedule and Then finally because we were adopting new tools A lot of the time our tools shape our thinking so our tool shape our processes our processes tied it to our tools When we introduced a new tool there was a natural inclination to say okay Let's just copy everything over and it was really important to create space between the old and the new So while we have some bridges between the old new tools We're trying to actually create a better way of working in new tools so that teams can Can like more readily adopt modern software development methods. They don't have to but they can So how are we doing like we we made all these changes we this seems kind of fluffy but Just as a reminder of these where the focuses for change Empathy waterfall versus agile rolling out the tools. So How do we do an empathy between roles? We we got some things done and some things we're still working on so now All roles are represented on subsystem teams and for the first time in Rills 15 year life The team is not who your manager is the team is what your technology area is and whether you're an engineer or quality engineer You know any other kind of technology specific role that is your team your manager is kind of irrelevant to the matter and We made them a little more real with quarterly planning. So one of the things I didn't mention I probably should have is that Within old rail schedules, we would talk about Well, seven is its own program and six its own program and eight is its own program and all the schedules are separate And it's really structured as though the people are different in every one of them And the technology is different every one of them. The truth is it's all the same people with almost without exception It's almost all the same technology the difference between the bash and rail seven and the bash in rail eight is not a lot like It's it's just a few patches and they're great patches but when when you treat multiple Releases as though it were a separate set of individuals You actually create a situation where people are very likely to over commit and over committing is is the path to burn out It's a path to frustration. It's a path to bad work really so Quarterly planning is a thing that we've implemented or kind of the process of implementing where we review all of our releases Like all of our work at one time and decide just what we're going to do over a short period of time that is the thing that most teams are doing now and We also implemented facilitation norms for those teams that did need to have an agile practitioner We standardize on agile practices that are based on best practices So they don't have to use them But if they want if they want to go agile they have ways to do it, but there's still some things that we're working on so the The ratio of product managers to developers is still Too high, but the number of people writing documentation is not enough things like that It's something that we're still working on but we have like the path We have we have quantified what the problem is and if you can see what is needed see where you are Then it's very easy to chart a course to getting there much more so than just like this nebulous feeling of some things were wrong and Also, we're just working on getting better reports out of the tools that we've adopted because we have like these high-level Planning tools, and we we are executing on the low levels and we're tying them together and actually getting a good visualization for How am I doing on creating that that? Resort at the beach is it's tricky. It turns out. It's more tricky than just talking about the state of every grain of sand So the second part waterfall versus agile, how are we doing? So we updated the program cycle considerably one of the things that was announced when rail came out was that instead of this Thing where we're reluctant to talk about when will the next rail release be? Does anybody ever wonder when the next rail release is going to be? Yeah, yeah, it's it's been shrouded in mystery Honestly, that is that is true because what we what we did early on was we would set the schedule based on what the needs were and Those needs came from our customers from our hardware partners And we would mix all of those things down and we'd come up with the exact optimal schedule of everything went right Nothing ever went right and in crisis And as the number of customers has increased, it's a good problem to have there's a number of partners have increased It's a problem to have it's gotten harder and harder to do that when rail 8 was launched We also announced that we would just be making a release every six months. So Approximately six months, you know, it's it's notional 8 1 beta is already out. So we're on track for that, but that is That was kind of like groundbreaking. So for for us we can actually say we know when rail 8 6 will be out or 8 10 will be out and and anybody can line up on that and Then we just reimagined waterfall by by the role people are fulfilling not by the outcome So within any boundary we provide the the thing that needs to be done should happen But it doesn't have to happen on this date or that date It's just you know, you have the spectrum that you can work in and we're still working on that schedule like getting to a six-month schedule because has come at a cost of cutting some things down and leaving some things large and actually when you go from a 9 to 12 month schedule to a six month schedule It's still really easy to over commit. So we're still working on, you know, what does it look like? What does it optimally look like to to plan? build test and deliver Really every six months Right now. We're airing on the side of stability because that's what customers primarily looking for and we're still rolling out quarterly planning and We're still working on consistently meeting deadlines like we're we're doing pretty good on this like things are coming out on time Or within one day, but that's because of a lot of high contact management not because everybody's used to it yet So we're making progress and then updating out moded tools. What does that actually mean? So For us it means that we're using a combination of bugzilla and Jira So bugzilla is like a big community interface. It is it is where developers do their work It is it is fundamental. It's foundational and the way that we've adopted Jira is that there are just some BZ's that are in bugzilla Where we set a little flag in the BZ and it gets mirrored to Jira and Jira We have like our high-level plans and we can drop those BZ's into epics And so we have this wider data container to hold work in so if there's like 20 different development items across Like three subsystem teams we can have three epics that go into one feature that that are all in Bugzilla, so if you're an engineer you work in bugzilla You don't have to do anything because your workflow didn't change at all. It's changing people's workflows is unpopular but if you are one of the team leads you did planning you connected everything up and You can then see the high-level effect one thing that we we knew was really important was to not have to replicate data Like if there are two sources of truth one of them is always going to be wrong And that's the one somebody's gonna rely on so It's so important to To have there only be one source of data and have that source of data be something that people actually want to update So that there it's not like a burden to go in and get things be current It actually has to be part of their workflow for them to be happy and So changing bugzilla was was a non-starter and of course also When we went with Jira what we discovered was some organizational issues that we were completely unaware of so I mentioned that that Balance between development and other roles being out of whack But what actually happens is that the way bugzilla is set up is also developer centric like the the most people that do Work have a workflow that works really well for them So everybody that isn't that Their workflow their work their output is kind of hidden somewhere else like you will never see in the BZ The documentation that's going to be updated you won't see the test plan You won't see any of this stuff. It doesn't even have a place for that to go So how do you know that documentation is important? How do you know there's a plan for testing? How do you know that you need to hire more people because that thing doesn't exist actually in Jira? We actually treat all of those different things as as on parody within the same epic. We have Bugzilla's for engineering activities. We have test plan test case development verification documentation doing demos They they're all there side-by-side and by raising the profile thought-and-out non-development work We're actually creating visibility so that development knows. Oh, I I need to actually be done on time because all these other people Can't even start until I'm done. So We've gotten that far, but we're still making use of this. We're still kind of feeling out What is the best way to use?  So we're iterating and of course process automation like actually having to update things in in Jira isn't a great experience if If it could just automatically update when BZ is update like your epic status, that would be super because right now We have two two sources of truth if all of the all of the bugzillas are being updated regularly But there's some data type above it like an epic that says I'm just waiting to be done and and all the BZs under it Are done that epic should say I'm also done and without automation and that only happens by human updating it Which means it's no longer accurate which means we've kind of missed that that whole point of a single source of truth So we're working on that automation So with all of that in mind, where did where did we end up with it? so I Would say right now the the rel organization has reluctantly gotten into a mindset of continuous improvement It is no longer the case that teams are like, ah, we've launched rel. It's back to normal. No change We'll just be our our stodgy cantankerous selves dissatisfied with the way things are but living with it It's it's actually the case that there are changes that are going to be happening Every single release and we're trying to roll them out responsibly and respectfully But there's an expectation now that there didn't used to be there's an there's this notion that you can actually Introduce change for the better instead of just complaining about it, which was the the state for quite some time We also have a much much greater state of empathy between roles, especially between development and QE like Like it is they are they are our brothers and sisters in engineering now the fact that there's engineering in both of us both of our job titles is is no longer lost on us and In those two things We are when we're working in fedora when we're working upstream We are really heavily focused. It's not perfect yet, but we were heavily focused on delivering changes that are opt-in that that wet people use them, but not have to use them that what customers or end users all Choose the things that they turn on and continue to get the value out of Fedora out of rail now sent to us that is right for them So they don't have to kind of Take a long time to adopt new releases, which is really where this all came from was Changing versions. It's hard Well, seven was based on fedora 19 and rail eight was based on fedora 28 Can you imagine just like doing a yum update from fedora 19 to 28 like that would It would fail first of all And your system wouldn't boot and yeah if you And and even then just there's there's so much so much change and so much of it was an optional Like building those options in were it was a fundamental and so between continuous improvement And and like respecting roles and and like developing technology for for people to actually use We're gonna say it where we don't have to plan a 24 month schedule out and and like design technology for yesterday's problems that that no longer are relevant for today's solutions and You put those all together and you can actually make your changes just in time you can You can iterate you can build for the current moment and that's really the biggest change for eight was that Shorten schedule paying attention to customers designing for opt-in means that you deliver the right things at the right time any questions Is that it's hard to make expectations about engineering Have you looked at like partitioning how the Engineering effort and planning stuff goes into like instead of doing it at six month intervals Partitioning it like into one or two month intervals and see how that if that Better for for that kind of thing. Oh, yeah, we are we are working on micromanaging that schedule so We launch a new release every six months But the total cycle time like the from start to finish is like nine and a half months right now Which is way too long and we're trying to shorten that but there there is a period of planning Which is principally why it's longer than six months, and then there's a development window a testing window And then a final testing window so within that development window Apart from just shortening it. We've actually set it up so that you have to do your features first and Then your bugs I mean you can do bugs But you're incentivized to get your features done early and the reason we do that is that features are generally more invasive But they also require new novel tests to be created they require new documentation to be written So if we get the things that require more people done early we can parallelize like all of this Like my summary for this is we just didn't like make minus j on rel like just setting up setting up the make files to run in parallel is kind of the foundation of it and and absolutely part of that is by shortening windows and by Making the things happen early that are better to happen early Yes, not there yet right now the Jira server is behind a firewall work is being done to make that not true Yeah, yeah, I want to I want to expose Jira I want I want community to be able to engage with us where we are What Yeah, I'm familiar with some of Jira's more interesting features because at my workplace Yeah, every tool has a place Yeah, Laura I would say the fundamental reason why all this change is necessary is that nobody knows why all this change is necessary like literally everybody is complaining about everything all of the time and Change if you're not paying attention, you don't know why things are happening But fundamentally everything that is happening is to address some problem. It's like a legit problem. So Like if if developers are unhappy about something and We take some action to fix it Will they be happy that we fix the something or will it be unhappy that there is a change the answer is yes What we generally try to do is Talk about the why extensively the fact is a lot of people don't notice the why everyone's overwhelmed by like sheer volume And so we'll don't notice the why until they've actually run into the what and then there's like a retroactive Why is this happening to me and then you explain it and they're like, oh that makes sense Why didn't I know that like because you didn't go to this thing or read that thing or hear this thing like over communication In with 1200 people is actually not possible. You cannot say Something enough times and enough forums to actually get more than like a 50% hit rate Then answer your question or did I just like filibuster? Oh, yeah, actually, that's a great question. Yeah, so I'm gonna repeat that so the question is is The result of all this the developers can see more of the result of their work in the why the answer is absolutely So here's the thing when you're just working on BZ's if you're just working on a task You don't really know where it came from you just know that it showed up and and for some reason you're working on it And you might want to know why am I working on this thing? What what does this connect to and the whole point of having planning tools is that you can connect your work to? like a broader objective to a greater goal and Our theory is that if you have like transparency and the reason why you're doing something you can make better decisions possibly without even asking somebody so if if you take the trouble to to like Look at the working go. Hey, what does this connect to and then read the thing it connects to you can go all the way back to a Market problem you can see what other things are being worked on and how they're supposed to work together like these things are meant to Allow greater transparency to increase understanding to actually give people like the the holistic view not just this little micro bit of implementation Uh-huh So I would totally defer that question to Jen, but I think she'd say about two-thirds When we get to a hundred percent all sorts of things happen. It's gonna be great All right other questions. Thank you for coming