Okay, let's get started. Hi everyone, my name is Rémi Coutable and the Edge team leads. And today I will present you the first functional dates of the Edge team. So let's get started. Okay, the agenda for today will be what is the Edge team? Because maybe not everyone knows the team. Accomplishments, concerns, plans and time for questions. So what is the Edge team? First one, so the Edge team was created in October 2016. And right now it consists of robots, it consists of robots, Mark, the robot spiker, Mark Fletcher, Christian Kudder, and myself. And for my information, please check out the Edge team page in the handbook. The focus of the Edge team are first of all, developers productivity and long-term maintainability of GitLab. So it involves improving the development work-run processes, but also improving the code architecture and so to keep GitLab secure and maintainable in the long-term. So for this part, it's mostly Robert and myself focusing on that. Obviously we are helped by a lot of other people at GitLab. The second focus of the team is community interface, including issue-triaging. So it's issue-triaging of community reported issues and future proposals. And merge request coaching, which involves reviewing, helping community members to finish their merge request and sometimes finish the merge request for them if they are not responding anymore, for instance. The last focus is contributions related to other open source projects, for instance, Git. And yeah, basically it's improving projects that we depend on and make it better for everyone. So accomplishments. So since October, so yeah, this is a graph that shows the number of community magical that were included in the last, in the few last releases. As you can see, our community is working really hard, maybe harder than us. And no, I'm joking because all these merge requests are getting in GitLab for most parts, thanks to our merge request coaches. As you can see, I started a bit more than one year ago. I was a single merge request coach and then Sean joined as a coach in July and then Jenshin, Kilemon, Kushal, Adam and Tim. And yeah, that's how we get as many merge requests as we can in each releases. Another accomplishment is the issue batch. So we had our first issue batch back in December last year. And the next one is this weekend. So if you want to participate, you are very welcome. It includes triaging issues, closing issues, finding duplicates, adding labels to issues, reproducing bugs, et cetera, et cetera. So I want to say thank you to Mark for this because he's really active on this. Another accomplishment, this time I will say thank you to Robert, he solved the great change log crisis. Maybe you know this one. So yeah, basically we were always asking contributors to rebase their branch because of conflicts in the change log file. So now it's resolved and each merge request includes a separate change log file that is then included in the real change log actually is time. Another accomplishment is about the CE to e-merge. So as you might know, we regularly merge community and T-shirt into enterprise edition. Back until January, we did that weekly. Actually Valerie was doing that weekly and right now we are doing it daily. So it's really helping on having less conflicts and smaller conflicts and also developers can start their branch on top of a branch that is more in sync with the community edition code base. The next step is to optimize this work. Yeah, to address the same issue, we also added a CI job, which is a compact check, basically trying to detect if your branch will conflict with the enterprise edition code base. Then about our test suite, we are trying to reduce the duration and to get it under control. And the first step for that is to monitor it to see what takes a long time to run and what should be improved first. So I want to say thank you to Nick and Alex for setting this monitoring and the tool that we use to use the data. And actually you can click on the second link and it's actually a perfect dashboard so that everyone can contribute, obviously. Yeah, now GitLab QA, so we now have a GitLab Corelty Insurance tool thanks to Gregorz. Basically it's testing GitLab as a whole, including all the parts that make GitLab. For instance, it includes testing workhorse that is not tested in the GitLab Rails test suite. It already cuts some broken behaviors and we will try to integrate it better with GitLab in the next week, seven months. And the last accomplishment I want to speak of today is the GitImporter thanks to Kim who contributed to the GitI project. We have a GitImporter, GitI for the people that don't know it. It's a community managed fork of Gox which is itself a lightweight GitLab basically, right, written in Gox. So with that, I will go with the concerns. Right now the main concerns are about issue-triaging because we have a lot of new issues each day. And I want to remind everyone that issue-triaging is shared responsibility basically. Right now we have Marc who is working full-time on that but anyone can help to address any issues. You can check out the issue-triage policies page if you want to know more. And the second concern is about community merge requests. We have between five to seven new merge requests per day so that's okay but the issue is that we have a quite big backlog of 170, 75 merge requests. You can see the repetition for which team basically most of them are about platform discussion in front of them. And also, yeah, I want to remind the reviewer that we will start to bring reviewers from the team to review community merge requests because they are as valuable as team merge requests. And now for the plans. So yeah, basically it's, most of them are the continuation of our accomplishments so far. So we still want to improve to reduce the test suite duration, improve the community to e-merge situation, integrate GitLab QA better into GitLab, improving the code quality and also improving the reviewer's life by using static analysis so that style improvements are detected, not improvements, the style issues are detected by a static analysis tool rather than by a human. Then we want to streamline the developer's experience so that as a developer you can just run a few comments and you are up and running with, for instance, a million projects in your local instance so that you can experience how it feels to have a lot of data in your GitLab instance. And the last point in this slide is about Git external object database. So this one, it's a project that Christian is focusing on. It's basically to bring GitLab LFS into, sorry, Git LFS into Git and so that it's shipped with Git and everyone can use it as a default tool. And much more, so feel free to check out the rest of the plan. And yeah, that's basically it for today. I will answer your questions if you have and thank you for your attention. Thanks for the presentation, Remy. That was helpful. What percentage of merge requests are from the community versus from ourselves? That's a good question. I don't have the numbers but I guess that's not hard to compute. But I would say, so let's see if we had, so for instance for 9.0 we already have more than 90 community merge requests merged. And I'm trying to see how many we have merged in total. So we have 300 merged in total. So that's almost a chair of the total. That's really not bad. I think. Thanks, that's 30%. That's amazing. Cool, thanks for that. Yeah, so next question. On the change of crisis, we were waiting for work to be resubstantion.vb2. That's a posh merge union. Right, there's no been undetected but we're still waiting for an upstream the regular to burn the regular version that they support. So Robert said there's a lot of pain there. Yeah, exactly. We couldn't know why, so basically. And I think actually I think the solution from Robert is also addressing other points than just the conflicts. For instance, since it's generating the changelog dynamically, it's also generate the changelog for the intermaster branch and also in the stable branch. Yeah, that wasn't the question but thanks for saying that. Test all the things all the time. Yes, exactly. But not too much because otherwise it takes too long. Yeah, so if there are no questions, no other questions, I will say thank you and see you in five weeks.


In terms of India's energy situation, we have 500 million people in the middle class nation today. By 2020, that number is going to be 1.75 billion people, and that's going to be the biggest demographic shift in our lifetime. It's a challenge not only for industry, it's a challenge for regulators, it's a challenge for all of us. How do you balance the critical aspects, which is supply, generation, efficiency, sustainability? For the first time in history, we are bringing together the power of hardware, with software to really change the way energy happens. I just figured, what if we can take the power of IT and data and make a difference? What if we could make machines stop? What if we could predict failures in machines before it actually happens? We develop our control center, we then collect tons of data every second live from the turbine via satellite on the cloud. We now have scientists analyzing this data every day, writing algorithms to be able to predict what's going to happen. We can predict failures in machines and turbines, solar farms, wind farms, many, many hours before it actually happens. So now what you're doing is giving the power of data in a friendly visual analytical way people can monitor their entire fleet all over the world from their laptop or from their iPad or cell phone. I am excited about this field that we can really transform the way energy is produced and consumed going forward. To provide over a billion people energy 24 hours a day, that's where the game is changing for all of us. Given the fact that we have hundreds of million people in India who don't have electricity and don't have access to electricity. What made us so successful was all about the people. If you can attract the best people in the company and motivate them, you create magic.


Students at Crosby Ironson High School today got an inside look and an alternative way to grow food. The owner of Grow Shed was giving presentations to high schoolers about his hydroponic growing system that he started in Emily, Minnesota. A Grow Shed allows you to grow almost any type of food all year round through hydroponics. The technology is completely customizable to the space that you have and uses less water and energy than conventional farming. Food grows faster and John Friesner hopes to make an impact for a better future. Single use plastics, lots of styrofoam and cellophane and stuff like that are used in our food production and they're not recyclable. They're ending up in landfills and so just looking at all those problems with what we currently have and saying, hey, is there a way that we could be doing this more responsibly and handing off a much better and greener future to our kids is kind of the big piece of this. Grow Shed currently sells the equipment to have your own shed and it hopes to start selling the food they produce as well. If you enjoyed this segment of Lakeland News, please consider making a tax deductible contribution to Lakeland PBS.


What's going on, everyone? Sam here with late sports cards, ripping 22-23, Penine Revolution, basketball, hobby, eight-box case break, number 41, pick your team style. Read off the list of our names and our teams. Got Adam K. Blazers, Brett L. Thunder, Brian T., Hawks Nuggets, Brian D., with the Nets, Chris A. Bucks, Christopher C. Jazz, David A. Raptors, Eric B., Pistons, Pacers, Lakers, Celtics, Knicks, Francis P., Heat, Francis, and the Magic. Sorry about that, Francis. Hugo M. with the Grizzlies, Keith B. with the Mabs, Liz C., Timberwolves, Nicole N., Bulls, Raquel B., Rockets, Richard G., Pelicans, Ryan B., Hornets, Scott V., with the Warriors, Scott M., Sixers, Shane P., Clippers, Sons, Ship My Cards, Nile, with the Cavaliers, Tanner M., Spurs, Tin C., with the Kings and Tyler W., Wizards. Good luck, everybody. Let's do some Revo. Lucien. I know. We pulled a lot of Riley Green out of tribute. It's like, surprisingly, personally, I pulled a lot out of Finest, dude.  But yeah, he's all over Finest. All right. Here we go. Let's do some Revolution. Yannis. Vortex. Astral is Donovan Mitchell. Kennedy Chandler. There's Jalen Williams, Fractal, Vortex, Rookie, and base. Donovan Mitchell. Astral, Gordon Hayward. Kendall Brown, Rookie. There's Astral, Jayden Ivey. Revolution, Shade On, Sharp. Rookie, Caleb Houston, Groove. That is Isaiah Mobley, Rookie. Groove, Drew Holliday. All-time thumbnail alert. Let's go. Jake likes it. That's what I like to see. Kawhi Leonard. Nice. That's a Cubic. Jalen Williams, Rookie Revolution, a 50, 41, a 50. Nice, Jdub. Base, base, and base Cubics are so dope in this one, dude. I love the Cubics. E.J. Griffin, Silatrath. Anthony Simons, Impact, 149. Hey, what up, Niall? Welcome, welcome. Appreciate it, buddy. You have, what, the Cavaliers, I think? Do you have Cleveland? Yeah, good luck, man. See if we can get you like Isaiah Mobley. I'm trying to think of anybody else. There might be like a vet or two that have autos for the cabs. Evan might have a second-year auto. Is Mitchell? Probably not. No, I don't think Mitchell will. I don't think he signed in forever. Kenneth Lofton, Clay Thompson, Impact, and 149, Warriors. Well, he's not the Cavals, right? Yeah, yeah, he is, yeah. So maybe Cubic or... Yeah, Cubic or like this, Shockwave. There's a Shockwave, Mitchell. That is Michael Porter Jr. Astral, Otto, Jake Crossover, Jamal Crawford. Going to the Clippers. Nice one there. He's awesome. Love me some, Jamal Crawford. Very cool. Dante Murray and Mike Conley. There's a Jay Will, Jaylin Williams, Damian Lillard Fractal. Yeah, no, Fractal, Vortex. Again, always going to be three base cards on the back. Never going to be a rookie. Never going to be anything. So we'll just go through those. Rookie Revolution, Ochaic Bajie, Jeremy Grant Astral, a bunch of base in there as well. Dallan Terry. There's Jaden Hardy, Astral, Rookie. A bunch of base as well. Nicola Jokic Revolution, Miles Turner, Astral. The Pacers. Yearly Trade Rumor Legend, Miles Turner. There's Shade On Sharp, Desmond Bain. Supernova Ant-Man, Jeremy Sohan, Groove Rookie, Luca Jha, and some guy in the Rockets, I didn't see. But again, not a rookie or anything. Yeah, basically. 15 to go on Optic T-Mall Asia. 15 to go, everybody. Red Stars, Parallels, couple other numbered stuff in there as well. Pretty fun product, I would say personally. Let's get that filled up. That'll break after Retail, Optic. You also have Penini 1 PYT coming up at the end of the shift, as well as Star Wars. Sapphire, Return of the Jedi. There's Johnny Davis. Got a Deandre Eton Impact, 149 for the Suns. Butler base and more base. Lithov Jha. There's a Max Christie. We've got Jason Terry, the Jet going to the Mavericks. Nice one there, Dallas. That's pretty cool. The Jet going to the Mabs. Tatum and Harden. Patrick Baldwin, Jr. Fractal, Zach Levine, Vortex, and base. Shockwave is Keegan Murray. Got Donovan Mitchell, Astral, and base. Here's your Galactic. There's Walker Kessler. What do you think we're going to pull for the Galactic? Could be anybody, obviously. Donovan Mitchell. Donovan Mitchell, that'd be pretty sweet.  Jalen Williams, Tai-Tai Washington Fractal, Fox Legend for about a week. There's Marjanbo Champ Rookie, Anthony Davis Groove, and Osmane Zhang, Gordon Hayward, and base. I'm going to say it's going to be a rookie. Give me Malachi Branham. Let's see what we're going to pull. This spurs guy. I'm going to pull Malachi Branham Galactic, either in this case or the next case. Shockwave, Cade, another Gordon Hayward Astral. It's weird. It's like the third one, kind of random. Johnny Davis Rookie. There's Fractal of Jaden Hardy. Supernova, Luca. Fractal of McCollum, and base. Patrick Baldwin, Astral is Walker Kessler. Vance and Second-Year Galactic with Jalen Green. That'd be pretty cool.  That is a Boyan McDonovich. That is not Galactic, right? No, Future Frame to 60. I just went there for the Pistons, Boyan, Bogey. Right, box five. Box five. Yes, yes, we are Henry. I think they're starting next week, I believe. We're going to do national. They'll be promos and all that good stuff. Jaden Ivey. Jalen Green, Astral. Again, it's going to be every spot you buy gets you entered into a huge pool of prizes. Huge pool of prizes. Benedict's Matherin, Jalen Suggs Groove. That is a Benedict's Matherin Shockwave. Fractal Joellen Bede, Anne Bates. Mark Williams. We've got Johnny Davis on the Cosmic to 99 for the Wizards. Rookie. Oh yeah, Henry, keep an eye out for sure. Keep an eye out. It'll say, it'll obviously like last year, it'll say national break or national promo in it as well. But yes, we will be doing those. Dallin, Terry Rookie Revolution, Jalen Suggs, Rookie Auto, Jaden Ivey. Nice one there for the Pistons. Grats Detroit. Baysado, take a Poison Ivey all day long. Kyrie and Triple J. Tsai-Tai Washington, Benedict Matherin on the Astral Rookie. He'd almost do the Pistons thing with Poison. Poison, Ivey. Kyrie Saliburton. I don't have any taps. Pretty funny actually. He's doing his show on really well one day. Christian Brown, I will. One day where he's like, oh man, I'm tired. I'm gonna lay that on him. Lava, two of 10. Jeremy Grant. Nice one there for the Blazers. Congrats, Portland.  Oh my god. How much? I think four years, 160. How about 162? Like over like 40 million plus a year. Which other mural? He's good. He's good. Jeremy Grant is very good. Don't think he's worth 40 million a year. Is he point guard?  Because usually don't point guards like make the most? Yeah, I would say. I mean, it really depends on the player. Five year, oh five year 160. Okay, so a little bit less than I thought. Shade on sharp. That is Astral CJ McCollum. Still a good chuckle board. Yeah, oh yeah.  Anthony Edwards. They retire right after? Oh yeah. And your body broke. Vince Williams. John Wall. On the groove, right? Yeah, groove. Clippers, base, base, and base. Giannis Vortex. Fractal, Lonzo. Marjan Bochamp. Cade. Nice one there on the Impact 149. Second year Cade for the Pistons. Pistons doing well here. That is a Jabari Smith Junior Shockwave. Deandre A.N. Otto. Shade on sharp. There you go, Blazers. Congrats on that Portland. Nice one there. Got Dylan Brooks and K.D. J.Dubb, Rookie. Buddy Heald, Astral, base. Rookie Revolution is Shade on sharp. Chris Paul, Astral for the Suns. A new warrior. We thank everybody who ordered stuff. Chad B. with the Commanders and Panini 1. Thank you, Chad. David U. with a retail spot. Thank you, David. Frank with a Sunday Funday mixer spot. Thank you, Frank. And Brian H. with a Optic Retail. So thank you guys. Appreciate that. I think we got like nine spots to go in the second retail now. Seven to go. Even better. Thank you all. Seven to go on that one. Asia Team All. That's what we got to look to fill up later as well as our Star Wars breaks. That is going to be LaRavia Scotty Barnes Future Frame to 60. Thanks, Chad. What up, Chad? How you doing, buddy? What's up, Tony? Tony Mack, our resident Giants and Buster Posey fan. There's Shockwave Tatum. Do we got an extra auto in this? Maybe two. Yeah, we got an extra auto in this case. Pascal Siakam, Johnny Davis, Rookie Auto. Nice. Congrats on that, Wizards. But I have noticed that there's like a prime time performers or something case it. That'll usually place an auto. So that'll most likely be in the second half. Buddy Healds, which I guess theoretically would make sense. So we'll probably get three autos, the Galactic, and an additional hit. Terry Eason, Groove Rookie. I don't know. Maybe we'll get four autos. I have no idea. Terry Eason, Shade On Sharp Rookie, Astral. Supernova Jha, Astral Darius Garland. Nice one there for the cab. Space, base, and base. Jade and Ivy Rookie, Groove, Anthony Simons, Revolution, or Vortex, Lebron, Chris Paul, Astral again, and base. All right, last pack of the, or last box of the break here, everybody. Jared S with a retail spot. Thank you, Jared. Appreciate you, buddy. Nice.  Star Wars Return of the Jedi, Chrome Galaxy with 20 still left. Again, $42 per spot guarantees you a random pack and guarantees you all four contents of that pack. Guaranteed you will get that shipped to your door, no matter what. Free shipping as well. It'll be shipped free to your door even better. Jason Tatum, Malkai Branham, Groove Rookie. No way, Sam. That's insane. I know. It's really hard to process, to be honest. Tyrese Martin, Shade On Sharp. Just crazy. Crazy awesome that is. Yeah, oh yeah. Anthony Edwards, Miles Turner, Walker Kessler Rookie on top, nice. Keegan Murray, nice one there. Liftoff, Zion, Rookie Fractal, Christian Coloco for the Raptors, and base. Jabari Smith, Rookie. Groove is the Marder Rosen. Moble, Zach Levine Revolution. Giddy, second year astral. Giddy base, Jeremy Grant and their Caleb Houston. There's a Deontae Murray. Impact to $149 for the Hawks. Nice one there. Congrats, Atlanta. Deontae Murray. And base. Do a quick recap on our autos here, guys. We had a Johnny Davis, a Shade On Sharp Rookie Auto, Jaden Ivey Rookie Auto, Jason Terry for the Mabs, and Jamal Crawford for the Clippers. I'll do it for the break, everybody. Thanks again for getting that filled up. Up next is number 42.


Back when I was a kid in the early 90s, it was Super Nintendo vs Sega Genesis.  And from then on, you defended your console, Tooth and Nail. However, to this day in 2017, I still get comments on this channel like from this guy here. SNES was trash, it was a baby console for kids that can't play difficult games or parents that didn't like blood, Genesis Fruit Life. Hey, I was a total slobbering fanboy for my console too. When I was 10 years old. But now that we're all adults, presumably, we can enjoy BOTH the Super Nintendo and Sega Genesis consoles. Imagine that. And by God, I'm gonna take it a step further. Believe it or not, there were titles released for both consoles that might have been a bit better on one over the other. And I'm gonna take a moment to talk about the games that were just a bit better on the Sega Genesis. Now, this is kind of a tricky line to walk because there's stuff like Shadow Run and Aladdin. Both of those games are great in their own way. That's one of those things that boils down to semantics and what you personally like in a game. There's a few games, however, that may share the same name and beat different titles, but for whatever reason, the Sega Genesis just got the more interesting and less flawed game. Maybe the biggest example of what I mean is Jurassic Park. The SNES version is decent enough. It's a top-down action game where you're looking for eggs, occasionally going into buildings where you shift into this first person mode. The big flaw, however, is that there's no battery saves or passwords, so you gotta either beat this game in one sitting or use save states.  The Genesis version of Jurassic Park is a side-scrolling action platformer where you can play as either Dr. Alan Grant or a frickin' Velociraptor. Now, that's cool. The visual design here is also fantastic. The SNES opted for a more bright and cartoony vibe, whereas the Genesis game looks dark and intimidating. The level design here may not be the greatest. It's got that wide open all over-the-place feel to it that was pretty typical of other Genesis action platformers, but still, the controls are fine, the music is good, and did I mention you can play as a Velociraptor? This is still easily the better game between the two of the 16-bit Jurassic Park titles. One of the games that inspired this video was Robocop vs. Terminator. On the Super Nintendo, the game is okay-ish, but Robocop moves slowly and deliberately. His jump feels awkward, and the action here is just one big battle of attrition, one after another.  It's pretty boring. The Genesis edition of the game, meanwhile, plays much faster. The action is more chaotic. I mean, just look at these people frickin' explode! That's so over-the-top, it's hilarious. The music and sound design here are also a huge step up. So yeah, Robocop vs. Terminator is one you want to skip on SNES, but definitely one you want to check out on Genesis. Tasmania is another game that got titles on both consoles. The Super Nintendo version takes an over-the-shoulder third-person perspective and plays like a racing game. You just have to beat the time limit and eat as many birds as you can along the way. In other words, it's really boring, and it gets old after about five minutes. The Sega Genesis edition of Tasmania is, again, an action platformer using Tas's whirling attack to defeat enemies, and it features all the usual platforming stuff you'd expect from a mascot platformer like the token ice level, the token desert level, and so on. Tasmania on Genesis isn't exactly a must-play, but it's way better than the SNES edition. Here's kind of an obscure one. The Genesis has a game based on the Battletech lore and background simply titled Battletech, and it was later ported to the Super Nintendo, where it was titled MechWarrior 3050. This is a case where the Super Nintendo version isn't necessarily bad, it's perfectly fine, and the two-player feature of each player controlling a different part of the mech is cool. But the Genesis version executes everything here much better, and the gameplay is much more player-friendly like the targeting system. The SNES game could be a slog, it's a really tough game, but the Genesis version has a pick-up-and-play quality to it that makes it a lot of fun. Now, here's one that might boil down to personal preference for me. It's Doomtrooper. The SNES version definitely isn't bad. I mean, based on the backgrounds and visual style alone, this looks like Donkey Kong Country meets Contra. It's a pretty good game. But this is one of those that once you play it on the Genesis, you'll have a hard time going back to the SNES version because the Genesis version is so much faster and more intense. On the SNES, this is just another run-and-gun action game, but the Sega version is the kind of game that has you gripping your controller so hard you can hear the plastic creaking. Next is not really a game in particular, but an entire genre. Shoot-em-ups on the Sega Genesis are usually a better bet to be worth playing today rather than a shoot-em-up on the Super Nintendo. Of course, the SNES does have some great shoot-em-ups like Axelaya, UN Squadron, and Space Megaforce, but games that could have been great, like Gradius III and Super R-type, are marred by stretches of bad slowdown. Now, some people will say, well, the slowdown actually helps curb the difficulty of some of these games, but I can't say I agree with that because the slowdown comes and goes without warning. It's unpredictable. The Genesis just had the hardware that lent itself better to what's required to make a good shoot-em-up. A good example of this is a comparison between Thunder Force III for Sega Genesis and its Super Nintendo port, Thunder Spirit. The latter is a perfectly okay game, but once you play Thunder Force III, you'll have a hard time going back to Thunder Spirits. It's just faster, more intense, more player-friendly, and more responsive. It's almost got kind of an arcade quality to it, whereas the SNES version, while still decent, feels slow and sluggish by comparison. That's just one example. There are so many great Genesis shoot-em-ups that are all-time classics to this day, everything from Musha to Eliminate Down to Steel Empire to Wings of War to Thunder Force III and IV. Of course, I can't do a video like this without talking about the NHL series. Sure, these games are still great on Super Nintendo, but on Genesis, I mean, NHL 94 in particular has to be considered one of the 20 best Genesis games ever made. That's how good these games are on Sega. And again, it's because the faster processor allows multiple sprites to quickly and smoothly move around in a responsive fashion. The gameplay here is so addictive that even if you don't like hockey, you can still get into the NHL series on Genesis. Along the same lines, one last gaming franchise I'll mention is the Madden series. For whatever reason, these games are just borderline unplayable on the Super Nintendo. On every single play, the line of scrimmage turns into this giant, indecipherable ball of humanity, making it difficult to run the ball since there's no rhyme or reason to the blocking. And nearly every pass gets tipped at the line of scrimmage. It's so annoying. On the Genesis, the Madden series is much better. You can actually complete a pass-down field. Imagine that. It just seems like EA and the developers they worked with had a much better idea of how to code and develop these games on the Genesis than they did on the SNES. It shows especially on Madden 96 in particular. That's my pick for the best of the bunch. It's a fast-paced game that can even rival stuff like Tecmo Super Bowl. All right, that's all for now. I want to thank you for watching, and I hope you have a great rest of your day.


Felly mae'n gweithio fel roeddi, fel y chyfodsgrifio rywbeth, a'r gweithio'n yr unrhyw ar gyfer yw'r chael supportive. Mae'r cwerd cyfanau gwahanol o gyf wizodol. Mae'n ты chairs Hyllafol ar gyfer gyfer dim. Mae'n mwyaf o'r rai o gyfer yw'n cyfwyr. Mae'n mwyn i'r casg sy'n cael ei ddysgu, a hynny roedd chi'n gweld eich cyfrifiad. A rhywbeth eich cyfrifiadau wrth oed, ac flaswn ar gyfer gyfer gyfer cyfwyr, ac mae yna chi'n gyd am ymwybodol, amgylch, cyflwydoedd, yn gweithio ychydig yw gwybodol. Felly, mae'n cael ei ffyrdd fydd yn ymdweud yn ymdweud. Rwy'n bwysig, y ffondor ei coetriciwn ymdweud mewn y ffôrys Gwynroedd, yn ymdweud o'r cyfleoedd oedd. Roedd ymdweud hynny yn ymdweud hynny wedyn ymdweud. Mae'r cyflwydoedd wedi'u ffyrdd, but he believes and sees that it is possible to make change. A'n he set out originally to fight climate change. That's what it was all about, so Ic enlight knead is the beginning of this story. He set out 22 years ago to build windmills. He started with one and that enabled him to create energy, generate energy that he could sell to customers and build more and more. Ac ydy'r wych ar gweithgareddol, ychydig iawn ein gweithreffolytu, pechau gweithareddol y Gweithreffolytu Llywodraeth Gweithrediog. Ydw'n gweithio y da wedi rhoi awesiwyll gwaith a ddweud fod yn y cynnig i'r Unedau, ond, mae'r gweithrediog wedi gweld i'r gwleid y gweithrediog. Rydw i wedi gweld o gweithredaeth i'r Gweithrediog Bryddym, ddyn sy'n edrych ar reliable i mid o'r wych mennau, Mae wedi bod yn gwybod, yn gwybod'r ffordd, yn gwybod ychydig, mae'r ddangos cyfnod o'r ffordd arall, y ffordd i'w ddoch. Felly, mae'n ddweud o'r bwysig yma, i gydig, rwy'n gwybod, i gydig, i gydig, i gydig sy'n gwybod. Felly, mae'n gwybod cynnig. mae'n gwybod. Mae'n gwybod i'r ffordd i'w ddweud o'r ardal. Mae'n gwybod i'w ddwych. Mae'n gwybod i'w ddwych. Not to say we're not doing brilliantly, we have a 126 million turnover. That's not bad. But what we're doing is reinvesting that money back into doing good things. Largw่t that's building more energy resources, that's looking at how we support the conservation, more preservation of energy through battery storage. But also looking at other bigger, bigger projects that can have a big impact across all of our lifestyles and the way that we do things. Gyda'r prynu'n meddwl, wrth hynny'n eu gwzirol ychydig yn gwahanol, rydych chi'n 76 gwzirol yn gweithio gyda cyfaint newid o'r energio i ddiweddol, mae'n meddwl eich cyffredinol yn cael ei wneud. Rydyn ni'n credu'r cyd-ddureddiaeth i eich cyffredinol i'r digwydd ar y bwrdd yng Nghymru. ac mae'n dweud dwi'r cyffredinolol i gael eu clywed o'r ffordd o fwyaf am gweithio'r rhai ac mae'r cyfreithio i gael gweithio'r fwyaf, mae'r cyffredinol i gael gyda cyflwyddiol. Mae'n meddwl am gyfrifol ym mwyaf ar gyfer gweithio'r cyfrifol i'r cyfrifol yn ymgyrch, mae'n dweud yn 2011. Mae'n meddwl yn gyflwyno'r ffordd, mae'n meddwl i'r cyfrifol yn meddwl i'r ffordd. Mae'n meddwl yma ymgyrch chi'n gwybod i gael yma cwp hi'n ymdwyng. Rydw i'r ffordd yma'n gynnig awr i'w lef, mae'r ffordd ffordd mewn cwp. Mae hynny'n cyfrifiadau a chyfafol sydd wedi'i gydag y ffordd sydd wedi'i gael y cwp. Felly mae'r cwp, mae'n gweithio'r cwp. Mae'r clwp gyffredig, mae'r clwp gyffredig gyffredig, mae'r clwp gyffredig 129 ysgol. In 2010, which was the year that I joined Ecotristy and joined Dale to do all sorts of things, I actually joined to learn about green energy and was rather shocked to be held into the football world as well, but what we did was we took this club that was literally on the hill not far from where Dale lives, not far from where Ecotristy is in Stroud and we decided that we could get involved in helping quite a different way. Initially, the club just needed a bit of help, needed a bit of finance really, to pay the players just to get things moving along a bit, but what Dale found was the fascination around something that actually was very different to his day-to-day work, but something that we could actually implement some of the ethos that we practised on a day-to-day basis. So, this club sits on the top of a hill in Nalesworth. It's really hard to get to. Everyone who comes to a football game has to struggle to get up a hill. You see the away fans arrive and they get off the bus and they think they're going to trip down to the pub, they get down to the pub and it takes ages for them to walk back up again and they regret that. But there are very many nice things about where we are. Most importantly, actually, it's within a community of only 6,000 people who live in Nalesworth. So, they're slightly taken aback by the world's interest in this club and what we're doing. So, what are we doing? So, we did, as soon as we got involved in the club and even before I knew he was going to do it, Dale decided to take Red Me off the menu. That's because he's been vegan since he was 15. He felt it was really a good opportunity to change the way that we provide food in an environment where it would be the average burger, sausage roll, hot dog, whatever it might be, but not in the sense of being vegan. So, we first of all changed the menu. We then looked at our energy supply. So, the energy supply, a windmill that's just literally up the road from where the club is, is the very first one that Dale ever built. So, it was very apt that we were in a situation where we could point to that windmill and actually create a situation where it started to power the club. We then installed the solar panels that you see here. They're on the top of a stand, so you'll never see them if you come to the ground, but we do have a little set that when you first come in into the gate you would see them there. So, we started that sort of what can we do? How can we implement more green things? We made the pitch, an organic pitch, and what we've done there is we've actually bought in all the equipment that you might use. It's now battery stored. So, it's all battery managed. So, everything that we do is then powered by the sun to actually make all the equipment work properly. We obviously have food. We've changed our food. We've put electric charging points into the ground, so people who come to the ground can have to charge their vehicles, and that can be any time of the week. It doesn't have to be on a match day. It could be any time, but it does encourage a slightly different way of people coming into the ground. And as I said, we've got the food. This is our Christmas food, but we have the most amazing menu of vegan food. Very much like today's lunch, which I thought was absolutely amazing. Hopefully we'll agree with that. It was absolutely lovely. Constantly changing that. We have our own henhouse chef who's creating this food that is the lowest carbon emissions. So, again, food is a really important thing that you can change and have an impact on the environment. So, we've moved things along really successfully in that guys. And then what happened? Oh, my goodness. So, we've been in what's called the National League for a long time conference, actually. It was called before the National League. So, it's kind of below division four if you're not into football. And I don't even know why I say that because a lot of people might not even remember all the different divisions. But we had for years and years been in this conference league, and it's very difficult to get out of. So, now you have to put your kind of football hat on if anyone's into football. Is anyone into football? I can't really see very well, so I don't know. So, basically, we had struggled.  We started to change players, which is an important part. We had had some changes of management. We were starting to creep up to the top of the league of the conference, the National League. To the point that we were in play-offs, which means that you can, if you're near the top, you can be automatically promoted into the next league, or you have to fight your corner to get up there. We did our play-off. We went to Wembley a couple of years ago, and very sadly, we didn't get through. But we were all completely in awe of the fact that we got to Wembley, this little club, that probably we brought about 2,500, 3,000 fans, and we played Grimsby that year, and I think they brought about 15,000, so we were really kind of the minnows in that situation. The next year, we come back in, we played well throughout the season, and we were in the play-off again, and we went to Wembley. And Dylan and I went with, obviously, everybody that's sort of supporting the club. It was a very surreal situation. We had Vivian Westwood, we had Jilly Coop who supports us, all these kind of eclectic mix of fans. Some of him, we weren't quite sure what they were doing there, to be honest. And we played on this occasion, Tram Mirovers, and we won. None of us could actually believe that we'd won. It was just absolutely phenomenal. This is an image of the excitement from the players, but I have to say we were in shock that we got to this situation. Absolutely amazing. Small club, doing things differently, and all of a sudden, we're in League 2, English Football League, which might not sound like anything, but boy, when you get into that league, there's suddenly an awful lot to do, and you're part of a league with 72 clubs in total, all working to obviously promote themselves as far as they can, a lot more exposure than you'd ever imagine. So why? Why do we do all these things? First, we got to this point where we decided to make those changes to actually bring our ethos into the football club. Well, I think we, in honesty, did it because why wouldn't we? It was something that we believe in, something that we could do quite easily. We found it an interesting experience. We knew it was going to be very different to anything anyone else had done, but most importantly, it was just simply because we wanted to do it. What actually happened as a result was quite astonishing. We had such phenomenal interest. We hit the headlines. When we first got into the league and we played our first game, I think when we even got the draw of who we were playing against, our very first games, all the press came to see us. And the imagination was that they were coming to talk about football, that we were a little club and that we'd managed to get into the English Football League. But in reality, they were coming also because we were very, very different. As it happened at the start of that season, I was taking on a CEO, so I was a female in football and there's not very many of us that were doing that at the time, still isn't, although it's getting better. But more than anything, this club was actually attracting a lot of attention. And I have to say throughout all the times that I've met other club representatives, I go to meetings at the English Football League, there's always been this real strong kind of interest in why we're different. I sat next to somebody quite some time ago now from Millwall who said to me, we were in a meeting where the English Football League tell you what to do. And she said, wouldn't it be great if they just told us all that we had to be green? And I was thinking, Millwall, wow, that's interesting. That's what was happening. People were going, how are you getting so much interest? How are you getting so much media? So we've had people from Al Jazeera, we've had HBO from the States. We've had so much coverage from the start when we hit the big time and the dream came true to very recently, as Neil was saying, we got the accolade of being the first football club to have a UN climate standard. So we really, really worked hard. But we hadn't done it for any other reason than we really liked what we were doing. But it's endless. We had Saturday Kitchen with us the other day. We had Jamie Oliver coming to do a programme the other day, largely about food. But also it's a really interesting thing. It's a different environment. We're engaging with a lot of people. We're engaging on generally, on a match day at home. We'll get about 2,700, 3,000 people, numbers of people who will come to a football match and they are experiencing something. It's not really shoved on their throats at all. They're just coming and enjoying. Some people literally come because they like the food. They don't even watch the match. It's just amazing. These people are coming. It's a very family-focused club, so we get lots and lots of families who come through. They'll just join. They tend to all come quite early, so compared to other clubs where you'll go to an away match, people will rock up not that far before the actual start of the game. People will come hours earlier. That's not just because they're trying to find somewhere to park. I think it's literally, it seems, that they really enjoy the environment, which is half the battle really. We are making some good headway. One of the things that we do is we try to talk to as many people as possible. One of the things I started about three years ago was a kind of community engagement programme. It's quite common for a football club to do community engagement normally around football, not making food, which is what we do. We bring school groups in. They can make the food that we eat on a match day, so they get the chance to make the food that our guests would have, our players might be eating, just learning a little bit about vegan food. It's not pressurising them to change, but just opening their eyes really to different things. We engage with them around soccer camps. We engage them around, we do shirt giveaways, so the children can come and actually experience the match, come and experience the whole ethos of what we're doing. We have an ambassador programme. We have around 70 schools now that work with us, and each has someone in the school who is talking about the club, but we give them information about how we're green, and then they share that with their people within the school. They write things in the programme for us. It's just a ripple effect of interest around all the things that we're doing, which is always really exciting. I guess the question is, are we really weird, different? Is it possible to do it in any other way? Can everybody do it? We think they can, and I think probably the secret to that is thinking about breaking things down to being as simple as they possibly can. There certainly has to be belief in what you want to do. Actually, when you speak to Dale, if you say, we did talk about, shall we go vegan? Shall we just put a few vegan things in? I knew what the answer was going to be. No, we're going to be 100% vegan. It did take us a little while. We didn't do that transformation until 2015. We were vegan for a lot longer than people realised. We just didn't tell people. The only thing that changed at the very end was needing to take the cow's milk off to take that away and supplement that for something else. People were a little bit anxious about that, anxious about how they'd communicate that. Our people who do all the serving of food and drink wanted to be quite apologetic about the fact that there was no cow's milk. I was like, no, you don't need to do that. You just say, do you want soy milk? Do you want rice milk? Do you want oat milk? That sort of changed. It was a more positive conversation, which meant people were like, oh, yeah. I'll have it black. But actually, no one complained. They just kept going. They've kept all the way through being part of our way of doing things, which has been really interesting. They don't challenge it. Occasionally they might. Wave fans will turn up, and they've got inflatable sausages and burgers and all sorts of fish that wave around when they're in the ground. That's the way. I'm not reading that rubbish, and then they'll queue up in the outlets and if there's nothing else they can eat, they'll eat chips forever and a day. So it's not like they're going to starve. But it is about having that belief. It is knowing that actually if you want to do something, you really can do it. I would say people talk to us endlessly about how to start this. We went to the UN, and I went out to Germany to have some conversations prior to the COP meetings in November. Everyone was sitting around the table going, what kind of framework are we going to have? What guidance do we need to put together? Dale being Dale's is sitting there going, we'll just get on with it. Actually that is the best way because everyone has got their particular way of doing things. Everyone is using things in a different way. If you are more involved in transport, you might do more things around transport. If you've got lots of people working for you who are driving in, you might want to provide electric charging points. You might want to encourage different ways of travel. If you are providing food, you might want to start to shift the menu a little bit because out in the big wide world, menus are shifting. It is just simply happening. There are easy ways of getting involved. Importantly engage. That is the hardest thing in the world. Everyone is wanted in the sustainability world to know and understand how to shift behaviour change. If you make it fun, people will talk about it. They will encourage their friends to do it. You've got that ripple effect. If you impose on people, I'm the worst one in the world, I don't like being told what to do, and Del certainly doesn't. Between us, we make a good pair, but if you engage people in something that they really want to get involved with, and perhaps football is a nice platform, a very different way of doing things, it can have a very positive effect. We also need to listen. We need to listen to what people are saying, what their struggles are, what they're wanting to do, and that's all about that collaboration that we talked about earlier. That's amazingly important. We do work with a lot and a lot of organisations. We work with sponsors that aren't your average sponsor of a sporting venue. We do things in a different way. We're trying to encourage people to hear what others are doing as well, so we share those stories. Also, we speak to everyone, and that means we've got to have different messages for different people. We've got the young people that we work with. We've got the elderly, we've got die-hard fans. You've gone, what on Earth have you done, Dale? But actually, we quite like it. When you hear them talk about what we're doing, that is phenomenal. That's when you know you've cracked it, because they've lived a different life. They do remember some of the things, the memorable stuff that we all want to remember about. The good times, they do get it, and they are starting to process that and communicate it to others. I think the most important thing is work together, because you can't do it on your own. We think big. This is our new stadium. We hope to build that. Junction 13 of the M5 one day. More fans. We've got to keep going up the table. We need to get to League One next, so that will take a little while. We will never stop, and we hope nobody will. It's not great to start an initiative and then not keep it going. One thing for us is we're introducing FGL food for schools. We'll be producing food that will go into schools that is vegan, that is different and exciting. I think the big thing is we would just recommend just go for it because there are things you can all do and every little bit really will make a big difference. Thank you.


Verizon. What's your opinion on the whole working in the system to change the system? I don't. I feel extremely split on this philosophy. Many of my fellow peers who now have jobs as teachers, lawyers, doctors, and accountants all had dreams of changing systems from within but they've either been completely burnt out, given up, or they've just quit their jobs. What is your advice regarding this? What you mentioned are different, right? Teachers, lawyers, doctors, and accountants. Doctors will have a hard time working outside of the system because they need licensing, right? They need licensing. Teachers, if you're working for a centralized education system, for the most part, will have a hard time as well because the curriculum comes down from the top, right? Lawyers will not. Law lawyers unfortunately go work, try to their ideal job, initial job, is to go work for established firm and work up the ladder and stuff like this. However, there are maverick lawyers out there that start their own practices and start defending humanity against corporations and there's lots of examples of these types of lawyers and one lawyer like that is equivalent to 10,000 lawyers that work for the system, right? So the bang for your buck is pretty damn good, okay? One of them was Julian Assange, one of Julian Assange's main lawyers, Radcliffe, what was his name? Unfortunately he passed away. Man, I was so sad when he passed. He passed like five years ago or so. Michael Radcliffe, I believe. He was amazing. Oh wow, wow, wow.  So there are lawyers who have done this that have had a huge impact on our societies.  Krishna Morty is one, John Taylor Gatto is another, but they have to work outside of the system. As far as accountants go, for sure. There are accountants out there that can act as mavericks and save people a lot of money and work for independence, right? But working within the system to, you know, becoming a member of this party and that party to try to change that party is not going to work. To get a job as a teacher and go teach in a centralized indoctrination center, you're going to burn out. It's not going to work. That's one reason I haven't done that. I can't do it, right? I've been teaching for 20 years, but after the first year, I realized there's no way I could teach within a centralized education system. It's not going to work.


Hey everyone, my name is John Hammond. Welcome back to a little more Pico CTF 2017, trying to get ourselves started in the capture the flag scene. So I would normally continue on the same track we've been working on in the miscellaneous challenges, just moving on to the next 30-point challenge. However, this is more of the same idea of the original leaf of the tree challenge we had approached earlier. That puts us in a location in the file system, but it's on their shell server. So we would normally have to use on the right-hand side that console into the server that is running over in the Pico CTF infrastructure. But since we're on Linux, I want to kind of do it ourselves. So we're not using that web shell. I want to use our own shell. So I'm going to deviate over to the cryptography section, just so I can showcase the keys challenge, which helps us get started and kind of move into using our own shell, our own console to connect to the server on the Pico CTF infrastructure. So the challenge problem here is while web shells are nice, it'd be nice to be able to log in directly. To do so, please add your own public key to tilde forward slash SSH forward slash authorized keys using the web shell. Make sure to copy it correctly. Keys in the SSH banner display when you log in remotely. If you haven't heard of SSH or you don't know some of these authorized keys things or whatever, that's okay. We're going to jump in together. We're going to take a look at the hints and they'll explain like, okay, there are plenty of tutorials out there and it gives us a link here. That's awesome, right? Because we're trying to drive home the point that you can research, you can Google. Let's go ahead and paste this and go to that link and see what it has to say for us. So this is an article on creating SSH keys. SSH is secure shell and that pretty much allows like remote control or communication between one computer and another. Normally, you'll have just a console connection. You'll just be using a bash is the name of the shell or the name of the language that you're typing in when you're typing in that dark purple or black box. That is the command line. So SSH allows us to do that from one computer to another remotely, like across the internet. So that's what we're going to do. We're going to get a shell on the Pico CTF server and be able to explore their file system and access those files that they provide for us. So SSH keys allow us to create a secure connection that doesn't end up using a password but is using a secure key that is cryptographic, etc. So we can scroll down. We don't need to create an SSH key on Windows, but we do need to create an SSH key on Linux. So you can check for existing SSH keys and we do that with our own computer, with the physical computer or the virtual machine that you're using to run Linux, not on the web server. We're going to check if we have any SSH keys. We can CD into this directory. The tilde represents our home directory. So like forward slash home forward slash john in my case, but that may be whatever user account that you created and dot SSH maybe a hidden directory for SSH configuration files and keys, etc. So if you wanted to try this, you can just put that in a terminal on your own. Again, I'll get a big window up here. And then if you get that error, as it says, no such file directory, then you just don't have that file or that directory already created. That's okay. Remember, as you saw earlier, you can run makedir.ssh if you want to create that directory and then CD into it from your home directory from the tilde. And then if you wanted to LS to see if you had any IDs or any other private keys in there or public keys that ID refers to a key that ID underscore. So we'll see them as they are created. But since we don't have any, we won't have to backup any old keys. Now if we want to generate a new key, the step here, if you don't have an existing key, you can generate one with this command. So SSH tag key gen, tag TRSA, tag capital C. Remember, these tags are arguments like the type here that we can assume tag T, and then contact or whatever, perhaps our email address. So it will ask us where we want to save the key and it'll give us a default location. Again, just putting it in our home directory with the dot SSH configuration folder and then ID RSA or that ID key. Cool. Once it's created, you can enter a passphrase and then you will have an SSH key created. So let's go ahead and try that SSH tag key gen, tag TRSA, tag capital C, and then our email address that we want to use. I'm going to go johnhammon010 at gmail.com. We can again hit enter to have the location for us. I'll enter a passphrase here. Type it again. You will not see output as you type it because in the command line, it won't show any change or it won't show any characters being echoed, echoed to the screen or displayed. So no one looking over your shoulder, it can see a password. So once it's been created, you have a public key saved here, john.ssh tag idrsa.pub, cool. And the key fingerprint is whatever, whatever, random mark, blah, blah, blah. So now we can LS and we have ID RSA, which is our private key, and ID RSA.pub. You do not want to share your private key with anyone, literally ever. I mean, it's yours. That's your private key. So the front as try and add your own public key to .ssh authorized keys using the web shell. Okay, so if we wanted to cat out the idrsa.pub, so our public key right here, that will give us a little bit of crazy tax, a little bit of nonsense, but this magic string, all of this good content, we can copy again, control shift C, and we'll paste that in to the web shell in that authorized keys location, just as it says here. So we can cd.ssh in the web shell. And if this directory doesn't exist again, we can just create it .ssh, cool. Great. And now we can use a nano to create an authorized keys file. Because remember, nano is our text editor, and we can right click, paste from browser, paste that in, hit Ctrl O to save, Ctrl X to exit, and perfect. Now, we should be able to ssh into this location with that ID, with that idrsa. Our public key is what we'll be using to authenticate. They'll check it with the public key, and we'll be able to log in with ssh or secure shell. So ssh does like exist already, typically it's installed by default on our Linux computer, like fire on ssh, just that command, it'll give us that help file, that help information on how to run this command. So ssh, all of these optional tags we can use arguments, but really it wants a host name, which we know is that shell 27 at pgoctf.com. And then the lowercase tac i, here, will give it an identity file to use a private key with. So let's try that. Let's ssh tac i, the tilde to notar home directory, forward slash dot ssh, and then idrsa, again I use tab complete to complete those, and then I'll paste in that shell 2017 dot pgoctf.com, hit enter, it'll ask me do I really trust this, the authenticity of this host? Do you want to continue? Yes we do because we trust it, and I failed. So the reason that that happened is because I didn't specify a username. It's trying to log in with me as my current username, John. It's not prompting me for a password or anything because we're using that key to actually authenticate with, but that's not my username in the web shell or on their server. I'm actually underscore underscore John Hammond. So we need to supply that as the username we want to connect with because that disparity just isn't going to fly. That's a non-starter. So whatever your username is that you can see in the web shell when you're playing pgoctf, that's what you have to use to actually ssh in. I use control arrow keys to just move around dot around the shell like that, and then as you can see in the output of that ssa help information we can specify a user at hostname. That's optional, otherwise it will use the default username that you're running on your local computer, but a user at will let you specify what you want to log in as. So if I ssh tag i into with that private key with the user and the correct hostname, now we'll be able to connect and it says congratulations on setting up ssh key authentication. Here's your flag. Who needs passwords anyways? All right, cool. So that's it. Now we're just like we are on the web shell server, on the server in the web shell, etc., etc., and we've got that flag. So let's take note of that, go into our pgoctf directory, make a directory keys, right, cd into that, create the flag so we can save it, and let's create our own simple, simple script just so we don't have to type that over and over and over again when we're trying to actually connect to that pgoctf shell. Let's actually, in the above directory and just the regular pgoctf folder, let's try and create a simple, simple bash script. It's not going to be a whole lot of code, it's only just going to be this one command, but that way we can like alias it or kind of give it a new name, so we don't have to type that all the time. First, let's move keys to complete. Holy cow, can't type. And in fact, let's go ahead and submit this flag so we can get the points for it. Who needs p words? Anyways, awesome, we are all correct. So since we can actually go access that file system now, we can move into leaf of the forest and other challenges that require us to use that shell server. But let's go ahead and create that small script so we don't have to type that long command every time. Let's nano, how about connect.sh can be the file name that we're going to call it or shell.sh might be better for us because I like to use connect.sh for when we actually are connecting to a netcat service and just for convenience sake. So I'll call this shell.sh. So the very, very top of any script that you write is going to need what's called a shebang line. And you can Google that if you want. Shebang line. Yeah, it is a sequence of characters or just a special notation that tells the computer or tells your program tells your system that I want to use this specific program to execute this code or run these commands or do this thing. So you can use special ones like on Linux to denote, okay, I want to use the location of the Python interpreter, the Python command, the Python shell or script, etc. The Python scripting language. Same thing with bash. If we want to use bash or the like command line that we're using in Linux, we can say this pound symbol or hashtag exclamation point and then the location of that program in our file system. So bin is where a lot of binaries or computer programs are stored on Linux that are by default in your path that you can run inside your shell. So if I break out of that, if I actually run which, which is a command to help you find the location of commands or where they live on your file system, like if I were to run which bash, it'll tell me, oh, it's in bin bash. And that's the location that we want to use, especially in our shebang line. So up arrow to go through back in our history. And let's type that hashtag exclamation point bin bash location of the shell program that we're running. So let's paste in our command, control shift V, remember, control O to save, control X to exit. And now we have this script that we can use. But if I try and run it, well, it's going to give me a little bit of an error. You can run a script by using a relative location from your current directory. So that means typing the period and then a forward slash. So you're saying like from this directory, use this file, and then you could run shell.sh or the name of your script, but we're going to get a permission denied. So that's because if I list all the permissions in these files here, these, this shell.sh does not have an executable bit set, we can read and write to this file, but we can't execute it. And these come in kind of triplets here. Obviously, the D at the very front refers to these files as directories, they're folders, but you can also have either the actual user that owns this file or folder, read, write and execute, depending on what is set here, you can have the same group that owns this folder or file, that's the second column displayed here, read, write and execute, or you can have everyone that absolute last column in threes, read, write and execute. However, we even in the column for our shell.sh script, we cannot execute it. So we'll use a command chmod. If you want to learn more about it, remember you can check the man page. That'll give you a description, maybe some examples, an explanation of what the parameters and arguments do. But if we want to just add a form or add a permission to this, we can like plus or minus if we want to remove it, any specific thing, like read, write or execute. So in our case, if we want to execute, we can plus x or simply add the executable bit to it, chmod plus x shell.sh, because you want to specify the file or the file name, directory, whatever that you want to work with. And once that's done, you can lstack l. Now you'll see I can read, write and execute this. And it's highlighted in green from LS colors. So now I can dot slash autocomplete, because now it'll want to execute this, shell.sh, hit enter, it'll go through the connection for us and we've just sshed back in. So now we can look at those other challenges, like leaf of the forest that require us to be in a specific location on their shell server. So cd paste in that location and LS, cool. Now we're in that leaf of the forest challenge because we're accessing the files there. Fantastic. So that guide that we were able to walk through, what we were able to learn from doing a little bit of reading, doing our own research and experimenting, tinkering with those commands gave us a shell connection, an ssh connection that we can use from our own computer, own Linux virtual machine to do the same thing that we could do in the web shell. But we have a little bit more control now, because web shells, they're not the best. Cool. Thank you guys so much for watching. We will jump into the leaf of the forest challenge in the next video. But for now, I want to give a shout out to my supporters. So thank you to all of these individuals that are helping support me, a little bit of a donation every month. I am so grateful. I really appreciate everything that you do. No matter how small or how big it is, it means the world to me. Hey, if you did like this video, please do press that like button. If you're willing to, maybe leave me a comment or subscribe. And if you really want to support me, check me out on Patreon. Thanks. See you in the next video.


In this three-part series on contract maintenance, provided an overview. It described the two-phase process of creating a contract maintenance program, development and implementation. In this second program, we will look in more detail at the first phase, development. We'll cover the preparation of the transition plan and the development of detailed contract documents. The transition from maintenance performed by the agency to contract maintenance is a critical period. To ensure success, an agency should gather an experienced group together to prepare a detailed transition plan. A transition plan has five components, defining objectives, creating maintenance plans, determining the contract approach, defining responsibilities and establishing a plan for existing resources. The agency must define its objectives. What does it hope to accomplish through a contract maintenance program? Then, when the objectives are clear, the agency must communicate them to its staff, potential contractors and the public. The objectives must be realistic and stated simply and directly. Other agencies with experience in contract maintenance may be of help. Common objectives of these agencies are to improve work effectiveness, gain better cost control and stretch the maintenance budget. Contract maintenance, just like agency performed maintenance, requires careful planning. There are two kinds of maintenance plans, routine and periodic. The routine maintenance plan includes annual work quantities for activities like patching, mowing or line striping. Routine work is paid on a lump sum basis against performance measures. Periodic maintenance plans cover several years. They establish annual amounts for major activities like overlays, seal coats or slab replacement. These activities are paid on a unit price basis. There are two common approaches to contract maintenance. Activity contracting and region wide maintenance contracting. Activity contracting works well for agencies that have been around for decades and have a fixed labor force. With this approach, the agency contracts specific activities like mowing or trash pickup. The Texas Department of Transportation and Chile's Ministry of Transportation are two of the largest highway agencies in the world using this method. There are three excellent reports on activity contracting. Maintenance activities accomplished by contract, NCHRP synthesis number 125 and maintenance contracting, NCHRP report number 344 were prepared by the U.S. Transportation Research Board. The third report by the American Association of State Highway and Transportation Officials, AASHTO is called a Guide for Methods and Procedures in Contract Maintenance. The other common approach is region wide maintenance contracting. For this approach, the agency selects a specific geographic region for a contractor to maintain. The agency pays the contractor on the basis of lump sum for routine maintenance and unit prices for periodic maintenance. The contract defines an annual quantity of routine maintenance activities like patching or mowing. Then the contractor bids a lump sum for the annual quantity. Using performance standards, the agency determines accomplishment. Then it uses a unit price schedule to pay for emergency and periodic maintenance activities. The length of the base contract is very important. The term must be a long enough period for the contractor to amortize a portion of its fixed investment. Agencies using region wide maintenance contracting have discovered that two or three year contracts are most economical. A shorter contract period is so risky for contractors that they may raise the price of their bids. Most region wide maintenance contracts also provide the option for additional contract years. It requires the mutual consent of the agency and the contractor. Additional years accomplish two very important objectives. They reduce the agency's cost and time to negotiate another contract and they provide a continuing incentive to the contractor to satisfy the agency's demands for quality work. If the agency is dissatisfied with contractor performance, it simply does not exercise contract options. To define responsibilities, managers must ask themselves three key questions. Who should develop and implement the contract maintenance process? What portion of the highway network should contract maintenance cover? And who should do the maintenance program? Let's deal with each question. First, whoever is responsible for the development and implementation of a contract maintenance program will be very busy. The effort usually exceeds the time and expertise available to agency staff. To overcome these problems, one option is to use outside organizations to both develop and supervise their program. These experienced outside organizations have the advantage of knowing what works. They can shorten the implementation period and avoid known problem areas. The Philippines, British Columbia and Australia were all very successful using this approach. The second question. What portion of the highway network should contract maintenance cover? The Massachusetts Department of Transportation contracts over 50% of its network. Brazil, 60% of its network. And Pakistan, 100%. There is no one right solution. Each agency is unique. On average, however, agencies have found they can contract a substantial portion of their work program. For example, the Florida Department of Transportation has a significant contracting effort. Currently, the department contracts with private industry for approximately 50% of all the dollar volume allocated to routine maintenance purposes. Our contract decision model now tells us that we can go as high as 65% with contract maintenance forces and the additional 35% of the work being done internally with the core group to accomplish our workload. The third question. Who should perform the maintenance program? There are many options. The private sector, unions and other government agencies among them. For the majority of programs worldwide, the private sector has been the answer. Even in areas with limited private sector experience, such as Honduras, the marketplace quickly responded. Soon, private sector expertise was available to accomplish the program. In Massachusetts and British Columbia, former government employees have won maintenance contracts through their union or employee associations. Still, another option is to have lower governmental units carry out contract maintenance. The transportation departments in Michigan, Wisconsin and Brazil contracted with city, county and states for their maintenance. The most effective programs have been those with a combination of competing sources. Competitive bidding between private sector firms, government entities and employee associations improves the chances for success. A transition plan is not complete without providing for existing maintenance personnel, equipment and resources. Management must restructure them to meet new responsibilities. It may mean shifting personnel from the public to the private sector. It may mean shifting equipment resources as well. The private sector could lease or buy them, or the agency could transfer them to other departments. The agency may also lease facilities to the contractor. Whatever the situation, make sure existing resources are covered in the transition plan. While one agency group prepares the transition plan, another should generate the documents and procedures for awarding the maintenance contract. There are five documents to create, instructions to bidders, contract provisions, pricing documents, measurement procedures and performance standards. The instructions to bidders is an important document, both before and during pre-bid conferences. The instructions cover such subjects as the scope of work, an overview of the contracting program, procedures on preparing, submitting or withdrawing bids, and the date and time of bid opening. It clearly explains the program to the potential bidders and reduces confusion during the bidding process. Contract provisions are legal definitions. Some examples are the term of the contract and option periods, payment procedures and indemnity, bonds and insurance requirements. Pricing documents are the forms bidders use to indicate their prices. There are two ways the agency may ask bidders to respond. The agency may indicate quantities of work and require bidders to bid their own unit prices. However, there is a risk for agencies. The low bidder may be unrealistically low and perform poor quality work or even default. For the other method, the agency may provide a list of pre-established unit prices developed by a professional engineering and construction firm. A bidder then applies an adjustment factor to these unit prices. This adjustment factor remains fixed for the initial contract period. For each option year, it can increase according to an accepted construction cost index. Measurement procedures for the lump sum portion of the contract are based on performance standards. These standards quantify the effort for each activity, such as so many mowings per year or a minimum and maximum height of vegetation. Measurement procedures for a unit price contract are based on fixed prices and adjustment factors for quantities of material. Performance standards are usually based on an agency's standard specifications manual. Wherever possible, the contract should refer to sections of the manual. In this program, we have covered the development phase of contract maintenance. The two stages of development are devising a transition plan and creating the contract documents. A transition plan has five components. Defining objectives, creating maintenance plans, determining the contract approach, defining responsibilities, and establishing a plan for existing resources. The agency must define its objectives. What does it hope to accomplish through a contract maintenance program? Common objectives of these agencies are to improve work effectiveness, gain better cost control, and stretch the maintenance budget. Contract maintenance, just like agency-performed maintenance, requires careful planning. There are two kinds of maintenance plans, routine and periodic. There are two common approaches to contract maintenance, activity contracting and region-wide maintenance contracting. Activity contracting works well for agencies that have been around for decades and have a fixed labor force. With this approach, the agency contracts specific activities, like mowing or trash pickup. The other common approach is region-wide maintenance contracting. For this approach, the agency selects a specific geographic region for a contractor to maintain. The agency pays the contractor on the basis of lump sum for routine maintenance and unit prices for periodic maintenance. To define responsibilities, managers must ask themselves three key questions. Who should develop and implement the contract maintenance process? What portion of the highway network should contract maintenance cover? And who should do the maintenance program? A transition plan is not complete without providing for existing maintenance personnel, equipment, and resources. Management must restructure them to meet new responsibilities. While one agency group prepares the transition plan, another should generate the documents and procedures for awarding the maintenance contract. There are five documents to create. The instructions to bidders is an important document, both before and during pre-bid conferences. Contract provisions are legal definitions. Pricing documents are the forms bidders use to indicate their prices. Measurement procedures for the lump sum portion of the contract are based on performance standards. Performance standards are usually based on an agency's standard specifications manual. For more information on this or other IRF videotapes, write to the International Road Federation or call the numbers on your screen.