Ladies and gentlemen, please join us in welcoming to the gathering of Eagle stage chief master sergeant Calvin Markham. Thank you. Thank you very much. So that summed it pretty much all. So thank you. Hey, so it's a it's quite an honor to be here and I'm very, very humbled and I'm very, very intimidated because if you look at the list of Eagles you have this week. I am by far, well I always say I have the lowest IQ in any room I walk into but I am completely honored to be here with these gentlemen to be a part of this and I hope I don't disappoint you. So if I could get all the ACSE students to stand up please. You are future leaders. Lead well or don't lead and good luck in your future endures. Please sit down. Hey, so October 2001 you got a great group of people today. So John Charlie Holland, the first U.S. Air Force, the only U.S. Air Force commander of U.S. Special Operations Command during 9-11 he's here with us today. You have Colonel Darginio who led the Talans, the combat Talans into Operation Gecko and Operation Rhino taking a huge bite out of the Taliban forces. And then you have a very close in soft operations you find yourself that you are connected in many, many ways with people that you didn't know. You may not have known them during the operation. You may not have known them after the operation but man they are going to be a part of your heart. So we have a Chief Tabern here from Task Force 160th that led some great men and I am not going to steal any of their stories but man today you got a great lineup and to kick this off again I feel very intimidated by it because man just some awesome, awesome people to be around. Thank you sir. So October 2001 man I got this awesome opportunity to lead some great airmen over into Uzbekistan and set up some CSAR operations with our Task Force 160th brother. And man we are going to cover the northern hemisphere of Afghanistan, the most dangerous area of the mountains. Hey what if one of our pilots goes down and how are we going to get them? So teamed with some great para rescue men, some great leaders, got over there, opened up the airfield in Uzbekistan at K2 with our mighty 6SOS because they were already in country during 9-11 training some of the Uzbeks over there. So it just worked out great that we were able to establish this airfield and things happened. We started getting some more intel and we started seeing what our agency counterparts wanted to do with the Northern Alliance and we went to an unconventional warfare set and we had never really done that before in our history of SOF. We did it on a real small scale but not into the point where we did some kinetic operations into a country.  Who came in after 9-11 raise your hand? Well man you joined during a time of war so thank you for your service. Man that is dedication. That is motivation to come into the military during a time of war and still continue to serve. In my 30 years I got to serve half of that in war, in combat. So hats off to all of you. But man we were pissed. We were really pissed after 9-11. We didn't know what we were going to do or how we were going to do it. But man we just knew we were going to go somewhere and we were going to kick some ass and through the great leadership of General Holland we got that chance.  And so my bosses kind of like today, you know, hey Charlie and Mike you're going to be the first one in the shoot. You're going to go out with ODA 555 and man again in SOF we have such a small connection with people. Man the team sergeant was my swim team buddy in 1992 going through the combat divers course. We were swim team one. In fact when I stepped into isolation with the 10 he's like hey there's a guy that drug me through the water all those six weeks at combat dive school. The Fox Trot on the team I had been to Halo school with one of the medics on the team was right near from my hometown and we had gone through another course together.   So we get to do this VTC with General Tommy Franks U.S. Suncom commander at the time and he talks to our team about hey I don't know whether to be envious of you guys being the first ones to go in Afghanistan or man to be sorry for you and have those letters ready for your significant others because this is a suicide mission. We don't know what we're going to put you into. We know that the mighty men and women of Task Force one sixtieth are going to get you there. But man we don't know what's going to happen after that. And so I was kind of looking around I was like well hey boss there's there's some younger guys that you know I've gotten to do some pretty cool stuff but if you want to someone of these guys first. And so I kind of feel like that today I feel like I'm the first one into the you know into the lion's den to face you guys and show you what man show you got for you this week. And so again I'm truly humbled. I truly appreciate the opportunity to be here. I by no means think that I should be here. In fact when I got the letter from the commandant I thought it was a joke. I was like all right who put who put them up to this like they got they obviously got the wrong person. They probably meant Chief Master Sergeant Bill Turner William Turner man that is a true leader that is a true man that is a true chief master sergeant one of my mentors one of my best friends.  Maybe for a second maybe for a day you know but man I don't think it's all about the actions on the battlefield that gets you where you need to go. One thing you will learn here and one thing that you have learned and one thing that you will know for the rest of your career is man you got to lead because we have hungry airmen. We have hungry airmen that want to be led in the second that you don't lead them. Officer or enlisted civilian or contractor the second that you don't lead them they will know it. One of our great leaders said credibility equals freedom of freedom of maneuver the second you don't lead them or the second that you don't follow because followership equals good leadership. The second that you don't do that your credibility is blown and you may get another chance you may get another chance to lead them or to follow them or be part of that team. But if you don't then you're done and there's no room for that because we have hungry airmen that want to be led and man we leave it to you no matter what position you're in no matter what you do. You don't have to be soft to make a difference trust me it took me too long in my career to figure that out but you don't have to be soft to make a difference. Man you just have to be a human and being human goes right back to our core and being human you can make a mistake. This shouldn't be a one mistake military because if it was I wouldn't be standing in front of you today. I've been out a long time ago those pictures when I was a didn't look at anything I could do now and I'd been gone a long time ago. It's man we are human we air but you got to err on the side of self reflection how do I make myself better. And there's a couple of easy ways man I'm going to break it down in five words this is going to be the easiest leadership lesson you're ever going to get. And I didn't come here to give you a leadership lesson and I came here to give you don't do what Charlie Mike took so long to learn what Charlie Mike took so long to do. Because man you don't have that much time today is given today is given tomorrow isn't you don't know if you'll be here tomorrow. And you got to live your life and lead your career like that why are we all here today. Why this is usually my chance to get down in the crowd and make somebody feel uncomfortable. And that's awesome because my job as a chief was to make people feel comfortable feeling uncomfortable. Why are we here today family we want to be a part of something we are a part of something. Man we're here for the most beautiful reason ever and I'll say it love what do you love. Man I love this beautiful lady right here there's nothing more beautiful. And if you don't love that you better find something else to do because I will find you. I'm serious if you don't love that find something else to do. And I'm passionate about that and passion equals love. Passion is an emotion not one bit you get emotional about something you are no longer professional. But if you are passionate about something you are professional all the way. And if you've worked with me worked for me or I've worked for you you know that I am passionate. And man I can you can go to the man with that you can stand on the carpet with that. But the moment that you're emotional forget about it. You have lost all your professionalism you have lost all your credibility. And man it's hard to defend you it's hard to have that conversation with you. But if you can be passionate and professional and you can take that all the way to the man. Five simple words five simple words equal that passion and that love. And man it's all right to say it I love you general hold I love you. I've worked for this man I've sweated for this man and I've bled for this man and I love him. Because you know why I know he is next to me he's to my left he's to my right and I can count on him.  Look to the left and right of you right now. And if you don't trust that person with your life man you got to hang out with some better people. Because you got to have that you got to have that passion you got to have that commitment. To what you do. You got to have that commitment to her creativity. It's your second word. How many how many of you are sick of hearing well we do it that way because that's the way we've always done it. I hate that. Everybody hate that. Well I mean some things you got to do because that's the way you've always done it. I got that. But I'm not the smartest person and I did a good job of surrounding myself with smart people. But man I'll tell you what I am creative. And so many times I got no Charlie Mike we can't do that. Why not. Well. I don't know why. Well then let's find a way to do it. What is your creativity level. How many have a bunch of friends on Facebook. Like a lot. Nobody good.  You don't engage them. You don't get their ideas. How many people are afraid to take somebody else's good idea. A great idea. And take it up the leadership chain. And go man this airman this lieutenant came up with this idea. Holy cow. They're knocking it off the rocks. If you are afraid to surround yourself. With smart people. And creative people. You're going to lose. If you walk into a room and you think you're the smartest person in the room. And you have to prove it. You've already lost. Because I'm telling you. Our generation coming up behind us. You're young airmen you're on officers. They're smarter than us believe it or not. They're smarter than us. I was the exception. I was not smarter than anybody coming up. So I did a good job of finding that creativity. Find it within you. Find the way to yes. Trust. It's your third word. Do you trust your leadership? Do you? Man that's a tough question. You've seen a lot of our leadership fired throughout the years. Probably more in my last ten years of active duty. I've never seen more commanders. Relieved of duty. Why is that? Well. I'll tell you this. Is because they didn't have commitment from their people. They didn't take the creativity of their people. And they didn't trust their people. And that leads to a toxic environment. And man that's when it's time to say yep. I got to let you go. And it's happened with a lot of chiefs. It's a lot of people. And it's happened with a lot of chiefs. It's happened with a lot of senior NCOs. It's happened with our junior officers. But man you got to have trust. That those mighty men and women in the back of your planes that they trust you to get them where you needed to get them to conduct operations on the enemy.  And would they do it again?  If you don't have trust you don't have anything. If you don't trust in her. If you don't love her. You have nothing. Fourth word maturity. Is the oldest person in the room always the most mature. If I'm the oldest person in the room I will tell you right away. I am not the most mature. Look at our young lieutenants. Look at our young airmen coming in. When we were young airmen and we were young lieutenants. And this group right here can say it. Man they would say we weren't very mature. And when they were young lieutenants and young airmen their leadership and their superiors probably said the same thing. Man get over that. Find those mature individuals and mentor them. Lead them. Empower them. Man because they're going to come up through the ranks and they're going to be sitting where you are today and one of them through the grace of God or a raffle ticket is going to be standing on this stage talking about what they learned. Who their mentors were. Why they're here. Man you got to have trust in that. You got to have trust in your leadership. When my commander Colonel Papiana and my D.O. Colonel Kirk Buller. Man decided that I was going to be the first airman to be attached to an ODA team to go in Afghanistan and conduct kinetic operations which hadn't been done since Vietnam on our enemy. Do you think they trusted me. I hope so. I trusted them.  I refused that I was not going to come back from that operation. I refused that idea. And man we fought hard. You don't take over the Bagram area and move in the Kabul in 25 days because you know you were easy on the enemy and we were hard on the enemy and I trusted everybody I was with I was able to look to the left of me and to the right of me and say I love you man I trust you with my life. I expect you to get me out of this when it time comes. And man the last thing. You will never ever be an expert at anything and if you do if you think that man do a self evaluation because I'm here to tell you you won't but people around you they are experts they are committed they have creativity they trust you you trust them they're mature they're working through a situation they're going to help you rise to the top and I don't mean the top of the rank I don't mean the top of the food chain but when you walk into a room you have presence that expertise is going to help you win a battle that expertise is going to help you get a TO an OI a regulation well sir chief that's the way we do it because we've always done it that expertise is going to help you that expertise is going to make life better for an airman that expertise is going to defend this beautiful lady more than you know because you have surrounded yourself with fellow airmen, fellow soldiers fellow sailors fellow marines that expertise is why we're all here ladies and gentlemen thank you very much I appreciate your time today I think we have some time for some questions I'll be happy to answer any of them but remember my job is to make you comfortable being uncomfortable sir, thank you for the opportunity I appreciate it folks anything? thank you


Hi guys, so today I want to do a video on interview tips for interviewing for nursing positions. Now, if you saw my video a few weeks ago, I posted a video of a live interview that I did via webcam, and so these tips I guess can kind of be applied to webcam interviews, but mainly for in-person interviews because I feel like the majority of interviews are done in person. So I think one of the best things and just top things that you can do when you go into an interview is make sure you are dressed appropriately. Now, some interviews want you to wear business casuals, some want you to wear scrubs.  Now for my webcam interview it was nice because I had a collared shirt for the top and then I think I was wearing sweatpants for my bottoms because I knew they wouldn't be able to see my pants. The next thing is to be professional through the beginning and the end in every single aspect with how your nails are done, with what scent you're wearing. Personally, I would not wear perfume or cologne when you go an interview to smell clean because smells can be overwhelming for people and if they don't like your cologne or perfume then they may not like you. I know it sounds terrible to judge, but when you smell someone's perfume that you don't like, you're like, ugh, you don't want to be really associated that close with them because it may give you a headache or you may just not like the smell. Make sure your cell phone is turned off. I wouldn't bring a ton of belongings with you. Bring your purse or bring a little folder and I like to bring along some resumes because you may have an interview with multiple people and they may not already have copies of your resume. So it's always good to just have that handy, bring that with you and if you need it, you need it and if you don't, you don't. The next interview tip is to be prepared for your interview. Nursing interviews ask very situational, behavioral-based questions. They're going to ask things about, if you were in this situation, what would you do? When you were in this situation, how did you act? Or name a time in which you were upset with a co-worker and what did you do about it? They're going to ask you those questions. So go online, look up nursing interview questions and practice, practice, practice. Just practice to yourself and try to think of answers in your head to yourself because it's always easy to think of answers when you're by yourself and there's no distractions. Have a friend or your husband or boyfriend or mom or dad or sibling sit you down, give them the list of questions and say, ask me these and let me know how I do. The next thing is to be you. And this is kind of hard because I feel like in interviews we kind of are like the best versions of ourselves but be the best version of yourself. And don't try to be something you're not. If you're not funny, don't try to make jokes the whole interview. Also make sure you are able to talk about yourself in a way that makes you seem confident and motivated and sure of yourself without sounding like you're trying to brag. And that's kind of a fine line. But basically a good way to do this is to be able to state your qualities confidently and give situations of how you've exhibited those. Another interview tip and a lot of people don't really think of this is look up the job that you're applying for and what they're searching for and their mission. If they're applying to a hospital, what's the hospital's mission?  If your hospital says that their mission is to provide excellent patient care through admission to discharge, then you can put that in your interview and say, you know, my goal as a nurse is to make sure that from the time a patient arrives to the time they leave that I provide excellent care to them. And typically the managers may be like, huh, those words sound familiar and they're like, wow, they know what we're looking for as a hospital. There's so many other interview tips out there, but really those are kind of the main ones I wanted to point out. Let me know if you guys have any other interview tips in the comments below. Give this video a thumbs up and subscribe to my channel and I'll see you guys next time. Bye.


What are you doing this summer? I'm going to China. Hi, I'm Dr. Andrew Williams. I'm a professor in electrical and computer engineering at Marquette University and the director of the Humanoid Engineering and Intelligent Robotics Lab, affectionately known as the Air Lab. So last year our trip to Brazil was the first time that Marquette competed in Robocup. And it was the first time that we had created a humanoid robot. So this year, again, in 2015, we'll be the only U.S. team competing in the team size humanoid division of Robocup. And so we want to represent not only Marquette well, but we want to represent the U.S. as we compete from teams from China, Japan, Germany and other countries. My name is Adam Strode. I am from Madison, Wisconsin. And I am the student leader of Team Emulate, the robot soccer team at Marquette University. So going to Robocup last year was a fantastic opportunity for all of us to learn from the open source community that was present at Robocup. We learned about people's walking engines and the different types of ways to make a robot walk. We learned about different vision methods for recognizing a soccer ball or recognizing a goal post or localizing where a robot is on the field in comparison to other robots. Really, we just loved meeting people that were from all over the world and each one of them contributed something unique to robotics and that's really what we're all about. So we will need funds to create two of these robots to compete in China this summer at Robocup.


First question is from take K. Why are iron man athletes muscular even though they do excessive cardio? Oh good question. Okay, killer or lean. Well, they also cut they got some decent muscle on their bodies compared to the average person I'm gonna admit that but here's what here's the thing that people need to stop doing stop looking at the pinnacle of physical performance and then using that as proof or evidence of a particular Training methodology because here's what you're gonna find when you look at the top top level of Any sport whether it be endurance or strength or whatever they all have exceptional genetics Exceptional genetics, so if you took the average person and you got them to train like an iron man athlete They would not look like the top level well iron man. Okay. I I decided because I I don't even know where this person Is coming from at all so I I decided to put Iron Man athlete in Google and look at the images and I'm scrolling down right now and I don't see anybody Muscular here's what you need to understand is that we all have muscle even if you don't train your muscles You have muscle and if you get really really lean you see more of that muscle So the perception of them being muscular is that they're super lean That's true more than anything else. You don't see any buff iron man. No, they're ripped But but lean it's not an advantage. Yeah, look at look at all of us show me Would you define as muscular? Well Doug look up. I would say lean at best look up by the way if you're and I'm not This is not me shitting on any by any means. It's me trying to clarify someone Misconstruing what a muscular the definition of what muscular is that I would not define that as muscular at all Doug Look up world top ranked Iron Man athletes So we could get at least that because here's here's a thing that again I want to make this case here at the highest levels of competition People have incredible ability incredible genetics to preserve muscle even if they're trying to take it off their body Okay, we're scrolling right now. We've seen already 30. I haven't seen one muscular person. No, I yeah, I gotta agree Yeah, I mean that some some have like some lean like defined arms. Yeah, again We have 40 people 50 people how many more top ranked iron men and women do you need to see before it? It's a terrible definition of but to be fair. They look different than the top the merits runners Yeah, you know because they do they do incorporate more the body cycling and they're swimming.  We're going I'm just saying that this to me This highlights more what we've shared before about being lean is I remember okay My whole career trying to get bigger and never being on a diet and cutting because I I didn't I never had a problem with being Kind of leaner. I always couldn't get bigger. Yeah, and the first time I decided to get lean I got more your look would be huge and big compliments than I ever had in my life And that's just because you can see my muscle more and so it's I didn't get I didn't add any more muscle You just leaner. Yeah, here's a better comparison if you want to compare two similar sports one more Aerobic and in endurance base sprinter versus. Yes.  Yeah, and that's because they're not running for longer than about 30 seconds It's the same thing with those cycle Races where they sprint through and do those bro. There's their legs are huge. There's just one athlete I don't know his name his legs look ridiculous. It doesn't even make it looks like a Godzilla. It's insane looking Yeah, but you know, okay, so this is the example I like to give to people because trying to explain the range of genetic, you know variants there is for Muscle building it feels a bit abstract because you can't necessarily see it Like just with people walk around and you can see it But it's not as easy to see is like height is right. It's easy to see with height And if you think about the amount of times you've seen anybody in real life I'm talking about everyday life going to the grocery store going to the store, you know going to work Think of all the times in your life You've ever seen anyone that was over seven feet tall you either a never in your life unless you went to an NBA game or B Once and you remember it. I literally one time in my life saw someone aside from watching a pro game Right saw a guy over seven feet. I was at the airport and I remember looking and going. That's a giant that looks great He was probably an NBA player B. J. Armstrong and Bill Cartwright came into my restaurant and it was just like It was like a giant Yes, like enter the building and that's one end of the extreme with height right on the other end of the extreme Right are people with you know dwarfism and then everybody else's most people are somewhere in the middle That's what it's like for muscle building those giants that are so rare. You never see them in real life That's how rare it is to have the muscle building genetics that produce the freaks that you see that you go I don't want to look like that if I you know if I lift weights. I'm gonna end up looking like that No, you won't you're not Because you the odds are you don't have that one in a billion. Yeah, you know I just think that this highlights more that perception of what lean is.


Okay. Some projects go good, some projects go bad, and some projects are just plain ugly. Hi there everyone. My name is Murray Woodman. I'm the managing director at Morf. And today I'm going to take you through some of the 150 sites that we've built over the last 10 years. I'm going to lift the lid on some of our successes and some of our failures and just hopefully come up with a few learnings that I can share with you all.  Don't you worry about that. Yeah, so the title said it's a retrospective, but really I probably should have included the word burn-up chart in the title because this is the lens through which I'll be having a look at some of our projects. So yeah, an anatomy of a burn-up chart. It's got a few features that you should be aware of. Firstly, there's the progress. That's the green line that goes from the bottom left to the top right. You can think of that as the mountain you've got to climb. The gray line up the top, that's the total number of hours in the project and that will increase as new tickets are added to the backlog. And then we have that dotted line going from the bottom left to the top right. That's the ideal progress. That's the average velocity you want to have if you want to deliver the progress, the project on time. I find this chart has a number of advantages. Firstly, it's understandable for the project managers and the team and for nosy people like me that want to have a little peek to see how a project is getting on. We can also very quickly see the velocity of the team but more importantly, that ideal line tells you what the burn rate it needs to be over the project and that tells the project manager at the start how many developers per time period they need. So that's a very good thing for planning. You also have the concept of scope creep. You don't get this in a burn-down chart but in a burn-up chart you can see that gray line and as more stuff gets added towards the end of the project that can be a red flag as well. And finally, it's very adaptable. It can be done on a per sprint basis, a milestone if that's where you're working or even the whole project. So yeah, that's a quick anatomy of the burn-up chart. Let's go to the video tape and have a look at some of the good, the bad and the ugly. The first, I'm going to start off with something good because we've got to get the show on the road with a good one. This particular project, it has been referenced a few times in this conference. The great thing about this project is that we have a fairly steady outcome there in terms of the work that's been delivered. We were ahead of the curve. That means we're ahead of schedule and the little flat line you see there at the end, that's not such a problem in this case because it just means we've finished with time to spare. The client can do the UAT and the client can add their content. And all up this is sort of perfection in my eyes. But now that we've seen this, let's go on and have a look at some of the other projects we've done over the years. I'm just starting off with some bad things. Drupal wants to admit to being underskilled, but in this particular project was one of the first Drupal A projects we ever did, and we were really sort of learning on the job in a number of cases. You can see we got off to a really good start, but then we hit a lot of sort of flatlining periods there where the team really just wasn't delivering at a good rate at all. That could have been meant that we were learning or the client wasn't reviewing things, but certainly not a good situation. So we were jumping ahead and sort of flatlining a lot of the time there. The end result was that the project went over budget. The thing at the end there was really the difficulty in getting the client to come to the party as well, which is another feature. Another project a little bit similar. I'm calling this one FITS and STARS. You can see there at the start of the project we just had a lot of sort of flatlining periods. I mean this is basically a week goes by, no tickets get updated and the project manager will come in and kick the project along a little bit. That's not great. We want to see people updating the tickets as they go. It can be a sign that there's blockers or that the client is not sort of reviewing and accepting work as well. The little gaps up there means that the team is not really reporting on this progress and if you have bad data going in it's much harder to know where the whole thing's going. The most concerning thing here is that gap down. I mean it's very, very rare for us to have that, but in this case it did and this basically means we've had to pivot halfway through the project. We've delivered value and then it's been decided that that was not good value. Obviously not a good state of affairs. On this particular project it was a very sort of technologically demanding one and the client may have also changed their mind a little bit there as well. The great thing in here though is we were able to get the project back on track and continue the velocity. So yeah, all's well that ends well in this case. This particular chart here was another large project. I'm calling this the hockey stick. You can see around January the velocity picked up a lot and that's because another developer came on to the project to help it get some more velocity. As agencies we know that it can be difficult to resource projects adequately and we do our best but sometimes we can't get there. In this case we were able to bring more resources on but really having this sort of hockey stick kind of a chart is not a good look and certainly one to avoid. This is not really a problem with the project team. It's more the business owner or the person organising the resources. This one I've called the missing client. You could go back to the start of Morph really for this one. This is in our very early days and we really sort of had no clue on how to run projects. We delivered in our mind really really well and so the velocity was skyrocketing there but then I think the client went AWOL. They got sacked, they quit, whatever. No one ever told us. We then found another project owner and then another product owner and another product owner. I think we went through about four and each time they would come on and add another little bit of requirement there. It's basically a year of just living in limbo which was terrible. There was also content issues where they weren't able to do the content. The takeaway here is that you've got to have that great relationship with the product owner and also there is a difference between going live and actually delivering a project so we really learn our lesson there. The next one is the timid client. I know that sounds not so nice but it sort of was true in this case. This was a super massive project, three and a half thousand hours. I'm calling this the s-curve or the sigmoid for those of you into that kind of thing. You can see we started off slow. We hit some good progress and then we were just really slow at the end and this is because I think the project was so large that the client just sort of felt intimidated to get into it. It was like they were at base camp of Everest and they just didn't want to sort of set off on the journey. Once we got on the journey it was okay but you can see there towards the end we had scope creep and that's when the client really started becoming engaged at the end and I find this a lot in some government departments. People only really start to feel the pressure when the deadline's approaching and that was a hard one to get over the line there but we did get there. Another failure to launch. Okay, so good velocity on this one and in this case we were going to deliver on a certain date which we did but the client was going live three months later so in their mind they didn't have to worry about it until the last month and we were just in this terrible limbo of having this trickle of little bug reports and little feature ads and feature requests and we were kind of just not in a position where we can argue with that final sort of go live date. It's very hard to avoid this sometimes I think especially when you've got to conform to other people's timelines but certainly something you would like to avoid. And finally a good one. Here we have what I'm calling an exponential curve where our velocity is increasing. On this particular project the task is quite repetitive the developers are getting better and better each time they do it their velocity is improving so we're getting better skill, better efficiency but another awesome thing is we're working in total harmony with the clients on this one we've got visual regression tests that we run across a whole suite of pages the client's able to review that very easily and then approve and this is probably one of the smoothest projects we've ever had just because of that visual regression and that's been a really big learning for us and something we'll be doing more. Okay so what about the takeaways? Firstly it's a shared responsibility of course it comes down to the client and the delivery team we've seen that in some of the good and bad points there for the product owner they must be empowered, present and decisive I've put decisive there because they have to be courageous to make those hard decisions at the right time but they also have to be motivated to get to the finishing line as well for the project manager they have to be organized, attentive and encouraging they are the glue between the development team and the client they have to give encouragement to both sides give them a little nudge when it's time to get along and they also have to be motivated keep attentive to the progress of the project and get to the finishing line when it matters the delivery team have to be resourced, skilled and engaged the resourcing and skill is really up to the person allocating the resources but in terms of engagement the development team I really feel that they have to be communicative, alert to risk being able to report troubles as they're coming and keeping the issues up to date because the charts you get are only as good as the data that's going in so that's it, hopefully you've enjoyed seeing a little bit of the good, the bad and the ugly of project management and I look forward to your questions thank you, if you've got time A couple questions, thank you very much I've been in one of those situations before just to go back to one of the graphs I just didn't really understand how they work so the grey bar total budget and then green is spent so on this one here you can see towards the end oh no, the green is basically value delivered so hours delivered, it's not how much time you've done it's how many hours in your estimates that you've done so if you've got a five hour task and you spend ten hours, you're still only delivering the five hours so it really is the progress that you've made throughout but the grey line is how many of the total estimated hours for the project so if you had a lot of those ten hour in five hour estimates your green could be above the grey? no, no, the green should be below the grey because it's just on the estimated but just say here it may be three and a half thousand hours but if your team has had lower than expected velocity you may have delivered four thousand hours in time so if you're trying to work out profitability you'd still have to look at the total hours spent this is really just what you've delivered in terms of what are you used to pump those out? this is redmine, it's an open source issue tracking the old redmine, it's been a faithful tool of ours from the start how often do you look at those? when we have big projects going on if you always got them open in my tab I shouldn't ask this question but I'm going to that pocket stick curve please tell me that is something you classified as good because that would be me don't comment Jim ideally the grey line would be horizontal right from the start what do you think is the biggest factor in causing that to climb up? that's a good question some projects you got it locked in and you know but realistically the project for us we will sort of sketch out some of the core things and we have some flexibility in the issues that are coming in so we'll often leave a bit of time there for contingency or stuff that we know is going to come in so we would expect to go up a little bit if you know the project down then it should be horizontal in this case you definitely don't want to see that thing at the end because that means the client is coming in and throwing in curveballs and you've missed features that they really wanted that you couldn't really argue about that kind of thing at the end is not good is it because they haven't identified it at the start? yeah that's right but as you go through another point I made is it makes a big difference if there's an intermediary like often times we'll work with a design agency and they are the prime on the contract and there's that little gap between us and the client that does make it a bit harder to uncover some of those tricky little things which tend to come out in the wash at the end of the project I do like to have a bit of contingency there just to include those tricky ones


Okay, so let us proceed. So the next topic is magnetization and magnetic intensity, right down. See what happens is that just like you have dielectric, right, when you talk about electric field, you put a dielectric medium, electric field gets modified, fine. So electric field can change depending on what medium it is, okay. Similarly magnetic field also changes depending on what medium we are talking about, okay. So that is what we will be discussing here, okay. Now one way the medium affect the magnetic field which is completely different from the way medium affects the electric field is that, you know, the medium can support the external magnetic field. So if you change the medium, suppose you take a soft iron core, if magnetic field before soft iron core was suppose 10 raise to power minus 4 Tesla, then if you put a soft iron core, magnetic field can grow 100 times, 1000 times, fine. So the substance can actually increase the magnetic field just by putting the substance. But that will never happen when you talk about electric field. Electric field in a dielectric medium will always reduce by a factor of K, fine. So this is the basic difference between how the medium affect the magnetic field and how medium affects the electric field, okay. So now you will see that ultimately magnetic field B depends on magnetic field B depends on magnetic moment, right. So it depends on magnetic moment. So I will try to see how the external magnetic field B gets affected by the medium, okay, because of the magnetic dipole moment, because ultimately if magnetic field changes, then there has to be magnetic dipole moment that is getting changed, okay. So we will talk in much, you know, micro level. So let us try to proceed further, you know.  So if total magnetic dipole moment is not equal to zero, then the substance will have some magnetic field. What happens is this magnetic dipole moment, it get developed because of the electron revolution, fine. When electron revolve, it will create some magnetic dipole moment, fine. So let us say that this is the magnetic dipole moment due to one electron. So if like that randomly everywhere, these magnetic dipole moments, they are arranged in a random direction, then net dipole moment will get cancelled out, fine. So you will not find magnetic dipole magnetic property in every material because on all the materials usually the electrons are randomly revolving and because of that, the net magnetic dipole moment get cancelled out, okay. And if you have a permanent magnet, if you have a permanent magnet, then the magnetic dipole moments of the electron that are revolving, they are not completely canceling out, okay. But one thing remains here is this, if you take a small magnet, okay, or if you take a bigger magnet, fine. Since I am talking about the property of the matter, I am talking about the property of matter like how matter affect the magnetic field, right. Automatically, if you take the same matter, let us say this is iron and this is also iron, okay. But just because this is bigger in size, just because the lower one is bigger in size, the dipole moments will be more in the bigger one, isn't it? So dipole moment, let us say this is M1 dipole moment and this is M2 dipole moment. So M1 will automatically be more than M2 but then M1 is more than M2 not because the material is different. M1 is more than M2 because the size is different, okay. So rather than finding everything with respect to what is a total magnetic dipole moment, I am trying to find now with respect to magnetic dipole moment per unit volume now. Getting it, if I divide, let us say volume of this block is V2 and volume of this block is V1, fine. And then if magnetic dipole moments are aligned similarly, I can say that M1 by V1 is equal to M2 by V2, fine. So the density of dipole moment, the density of net dipole moment will depend on what material it is. All of you clear about it because this is very critical in this topic. Just type in yes or no, the magnetic dipole moment per unit volume, this only depends on what is the material, okay. So if I say that if there is a magnetic field due to a bar magnet, then can I say that bar magnet is magnetized, isn't it? Initially there was no magnetic field because of the bar magnet, because it was not magnetized. Now if there is a magnetic field because of the bar, because of the iron bar, it means iron bar is acting like a permanent magnet, so it is magnetized, okay. It is behaving like a magnet, so it is magnetized. So there is a net magnetic dipole moment now, okay. So if it is magnetized, there is a variable, there is a term called magnetization, okay. Write down, this is magnetization. How much it has magnetized? Magnetization, this will be different for different material, okay. This will be different for different material and it only depends on material. This magnetization will be total magnetic dipole moment divided by the volume of the bar magnet, getting it? So like this, I can talk about magnetization, all right. It is like this, that if I put, if I put 2 tesla of magnetic field on iron, okay. On iron, if I put 2 tesla of magnetic field, it does not matter what is the shape and size of the iron, it will get magnetized or it will have the same magnetization if it is iron. So total magnetic moment divided by volume will be same. But if I take, let us say other material, let us say I take steel, okay. Steel will get magnetized differently. So magnetization of steel will be different. Total magnetic dipole moment divided by volume for steel will be different than total magnetic dipole moment per unit volume for iron, okay. So that is why we define magnetization which only depends on material not on shape and size of the substance, okay. Now this is a very important term. Right now let us just write it as equation 1 and let us proceed further. Let us see that first of all, a very common way to magnetize is what? A common way to magnetize is to put the matter, to put the bar inside the solenoid. Yes or no? So this is a very common way of magnetizing the substance, okay. So let us try to visualize that particular scenario because it is a very common thing. So you have a solenoid, draw this solenoid, guys. Let us say this has a current I, it has a radius of let us say A, number of turns per unit length is N and the length of the solenoid, let us say is L, okay. Now first of all tell me what is a total dipole moment of this solenoid? M net is what? For the solenoid M net, is it equal to number of turns current into area which is equal to N small n into length into current into pi into r square which is a square. All of you getting it? Now M net will come out to be equal to pi a square L into N into i, okay. This is M net, fine. Now if that is M net then this is M net, can I write M net as equal to volume times N i? This bracket term, this bracket pi a square into L is the volume of the solenoid, isn't it? So since it is volume I can write it like this. So magnetic dipole moment of a solenoid per unit volume is equal to N into i, getting it? Now this is the magnetic dipole moment which is affecting the iron. Are you getting it? So this thing is magnetizing the iron, okay. So you can say that okay it is solenoid that is magnetizing the iron but if solenoid there is no current it cannot magnetize the iron and because of the current only the solenoid has a dipole moment and it is a dipole moment which is magnetizing the iron, okay. So if there is no dipole moment in the solenoid it cannot magnetize iron. Are you getting it all of you clear? So let's call it as capital H. So H is creating capital M, H is creating capital M. This magnetization is the effect of H, okay. So since this is an effect of H let us write down everything in terms of capital H and capital M. Are you guys understanding any doubt? Just let me know. I am taking a pause here. Message me. Are you able to understand? Yes or no? Please. This is very important derivation. Okay, Ritwik. Okay. Fine. So I will assume that all of you are on the same page. Okay. Now H is creating M. So it is H that is creating M. So there has to be a name for H. H is called magnetic intensity. Magnetic intensity. How intense the magnetic field is that is creating magnetization. How intense the magnetic field is. How will you find out if there are so many dipole moments per unit volume as in the density of dipole moments is very large. Lot of dipole moments are there per unit volume. It means that magnetic intensity is high. Okay. So it can create higher magnetization. Fine. Now let us try to write down magnetic field in terms of magnetic intensity. We know that magnetic field is mu naught n i. Okay. So this can be written as mu naught H because n into i is H getting it. Okay. So this thing is coming out clearly that if magnetic dipole moment per unit volume is X. This implies magnetic field due to this X should be equal to mu naught X. Fine. So this is magnetic field due to the solenoid. Now tell me what will be the magnetic field because of magnetization. How much it will be when the material get magnetized. What will be its magnetic field. Okay. So Shweta is asking M by V should be magnetization. Why it is magnetic intensity. See M net by volume is nothing but dipole moment per unit volume. Okay. Now if dipole moment per unit volume is getting created. If it is getting created because of external field we say that magnetization is happening. Then we say M net by V is magnetization which is M. Okay. Now if M net by V is dipole moment per unit volume that is created in a solenoid which is creating magnetization. Okay. So if it is a cause of magnetization then we call it magnetic intensity. Is it clear now Shweta. So it is I mean we don't call anything M net by volume. If M net by volume is a cause. Okay. If it is a cause we call it magnetic intensity. It is causing. What it is causing magnetization. Okay. So if M net by volume creates dipole moment per unit volume inside a material then whatever dipole moment are getting created inside the volume per unit volume the created dipole moment per unit volume is magnetization which is created inside the material. Okay. And the cause of creation there should be some external field which is creating this magnetization. Right. So this external field also has a magnetic moment per unit volume. So this external field that is creating magnetization that magnetic moment per unit volume is called magnetic intensity. So cause is magnetic intensity and affect is magnetization. Now tell me what will be the magnetic field due to magnetization. This is magnetic field due to magnetic intensity. So this magnetic intensity has created magnetization of M value. So what will be the value of magnetic field due to magnetization what will be the magnetic field. See if magnetic dipole moment per unit volume is H magnetic field is mu not H. So if magnetic dipole moment per unit volume is M the magnetic field should be mu not into M. Isn't it simple. We have found out magnetic field in terms of the density of magnetic dipole moment. Now that could be magnetic intensity or that could be magnetization. Okay. And if there are both there will be magnetic field due to both. This is the magnetic field because of magnetic intensity and this is the magnetic field because the material is getting magnetized. All of you with me type in yes or no. Okay. So now total magnetic field will be what? Total magnetic field will be the sum of B1 and B2. And so total magnetic field is the sum of magnetic field due to solenoid plus magnetic field due to the material. Material creates a magnetic field because it also gets magnetized. So total magnetic field will be mu not M plus mu not H. Okay. So this will be equal to mu not M plus H. See M depends on what material we are talking about. So value of M will be different for different materials. Now since M is because of H, okay. Since M is because of H, M cannot exist without H because M is a cause of H. It's like excision cannot be there without a force. It's like that. So M is like the effect of H. So I can say that M is a fraction times H. Right. M is a fraction times X where this fraction is called magnetic susceptibility. Okay. It is a dimensionless quantity because M and H has the same dimension. Value of X determines how sensitive M is with H. If X is very less like 0.0001 then M does not get affected by H too much. Okay. But if X is very large like if X is 100 okay then M gets affected by H very much. So that is why it is called susceptibility, magnetic susceptibility. Fine. So if I use this equation, let's say this is equation 2 and this is equation 1. So if I use both of them then I can write total magnetic field is equal to mu naught H plus X H. So this will be equal to mu naught 1 plus X times H. Fine. So this is also mu naught mu R H. All right. Where mu R is relative magnetic permeability. Mu R write down is relative. These are just names okay. This is relative magnetic permeability. Okay. You can also write this as just mu into H. Okay. Now what was H? We have found the value of H to be N into I. So this you can write it as mu naught mu R N into I. Okay. This mu R depends on what material it is. Mu R value is 1 plus X. Okay. So you can have a solenoid. Okay. You can have a solenoid in which if current I is flowing, magnetic field will be equal to mu naught N I. Okay. But if you put an iron bar inside, if you put an iron bar inside, magnetic field will become mu naught mu R N I. Okay. Where mu R, why mu R is coming? Because there will be dipole moments inside this material also that is that are contributing to the magnetic field. Fine. So I hope this is clear to you. Any doubt please ask anything. Okay. So I'll assume no doubts. So we'll take up a question on whatever we have done till now. I hope you have copied it down.