Alright, I want to thank everyone for coming up today, the irony of how difficult it was to get here is not lost on me. Hopefully you will also be able to celebrate some of the difficult journey that you were able to successfully accomplish to get up to this room. My name is Emma Jane Wespy. I'll talk a little bit more about my experience with Drupal and who I am a bit later in the presentation, but just as a warning to start, this presentation does contain the use of the word of the F word. So if you're easily offended, please do brace yourself now. It's probably not the F word that you're expecting though. My bold claim is that I think the backdrop fork, that's your F word, was good for our community. I think that backdrop offers a clear mission statement and is forcing us to clarify our own products mission. When I was first putting together my bold claim, I didn't know that Jen and Nate wouldn't be able to make it to this year's DrupalCon. They're celebrating a family event right now, which is fantastic and that's where they should be. So unfortunately, you won't be able to discuss this with them this week, but there is my bold claim. So in this presentation, what we're going to do is a couple of parts, the discussion part will be cut down just because we started a bit late for the escalator adventure, but we're going to start with how and why to be selfish in a free or open source, free and open source project and why I think it's really, really important to be selfish. Then we're going to talk about the danger of not having a clear mission statement and then we'll open it up for discussion. It was originally intended to have more discussion, but as I said, we are starting a bit late today. If you do have comments that you want to make, although I generally encourage heckling, this is a conversation that I think should be captured and so I encourage you to come up to the microphone. I would like to try and hold in depth heckling to the end of the presentation because the longer this stretches out, the last time we have for conversation at the end. I want to start out with a bit of a story. The first time I gave this presentation was down in New Zealand at Drupal Camp, Drupal South, sorry, in February of this year and on the plane on the way over, I watched the Hobbit, the new version of the movie and one of the flight attendants, Ben, came by and jokingly, well, it was all, it wasn't jokingly, but asked me what I was watching and I jokingly responded that I was doing some research going to New Zealand, watching the Hobbit, yada-yada. As the film unfolded, I realized that I was actually doing more research on what it means to be part of a community and how it feels to be an outsider or an insider and what the importance was of being aware of what's important to you. Now I've read the Hobbit I was in, you know, when I was in grade five, I was in a school play, I was Gandalf, I think, I don't know, or one of the dwarves, no, I was a dwarf. I made Gandalf staff, that's what it was. But my memory of the Hobbit is more to do with the movie version, so you'll have to bear with me as I butcher the actual story as I recount this information. During the movie toward the beginning, we've got the scene where Bilbo is at home and everything has its place and every place has its thing and he's surrounded by his heritage essentially. He's got his grandmother's this and his father's that and it's all sort of collected and put into very, very specific places. They're really important to him and the cleanliness and the orderliness is super important to him and that all of a sudden the doorbell rings and the dwarves start invading. And he doesn't really know why they're there, but he knows that his home is getting disrupted. And there's the scene, again, relying on the movie version where the dwarves are beginning the clean-up process and the, I'm sorry, I don't know all of their names, you'll have to shout out who it is that I'm referring to. The dwarves start throwing dishes around and they're doing the clean-up and you don't really know what's going on because you're seeing this from Bilbo's perspective. You're seeing the excitement and the joy and the fun that they're having, but you're also kind of wondering what's happening to your home and at one point one of the dwarves who's washing the dishes asks if he can use something to clean up and the response that Bilbo gives back is it's not a dishcloth, it's a doily. So who was that? Come on. Someone has to know which dwarf that was. Okay. So the food is gone by the end of the night and the clean-up happens and Bilbo walks into the kitchen and all of the dishes are cleaned and stacked and nothing is actually broken and the next morning the dwarves are all gone and all Bilbo really knows is that he has no food left, but everything appears to be back in its own place on the surface and I think that this story is very similar to our Drupal 7 to Drupal 8 experience. If you install Drupal 8 today, it looks like a clean house. It looks very similar to what we had in Drupal 7, but all of the food is missing. All of the things that we came to know, love, whatever the word is that you want to say about Drupal, under the hood the meat is gone. So one of the important things to note is that Bilbo chooses adventure. He doesn't stay at home. He decides to go on this journey with the dwarves, although at the time he thinks he's just going on an adventure. He doesn't really understand why he's leaving. He just knows that it's what he wants to do. So he leaves the comforts at home. He leaves the doilies. He leaves all of the objects and the artifacts that he's come to know and love and heads out. I think that over the course of our time with Drupal, there's always been that moment of decision of should I stay with what I know or should I head out for adventure. And I came to realize as I watched this movie and sort of realized that I was doing more research than I had meant to do as I had sort of jokingly said to Ben, I thought it was about the scenery. Ultimately, humans want to connect with people who believe in what they believe in. And at the beginning of his adventure, Bilbo doesn't believe in anything.  And that why part is critical to the success of a mission. The ability to connect with someone at a why level is the passion. It's the gut instinct that we have. It's it's also the part that makes us willing to work for the Drupal project for free. Maybe we've got an employer who sponsors our time, but then they're also willing to believe in the cause. There's there's something about the underlying sensation that makes us feel good about our participation. The next step up, shall we say, or step away is the how part. So we start with the why. We start with that gut instinct and then we move out. And the how, if you're thinking in a business sense, is your value proposition. It's your processes. It's normally where companies begin to market themselves. They don't start with a gut instinct. They start with their value prop or their USP, their unique selling proposition. That's the how ring. The next ring out again is the what. And this is what you can buy the product or the when you click on Amazon, the thing that you can actually tangibly touch the product you can buy. If you are familiar with Simon Sinek, you probably recognized the Golden Circle. I highly recommend. He's written a book based on the 20 minute TED talk. Spend 20 minutes of your time. Watch the video. The short URL, you can click on it if you want. I've given you the one that won't automatically start. So we don't need to wait for 20 minutes to watch the presentation. But it's, for me, a really important distinction. And it's something that I personally have really been struggling with over the last couple of years, trying to figure out why I would want to stay in the Drupal community and what is my connection to the code. And I think that the why part is sometimes missing for Drupal. For Bilbo, why is why his reason for being his reason for staying involved in the quest is home? There's a point, again, I'll give the movie version. There's a point where he says to the dwarves, you don't belong anywhere. And then over the next couple of scenes, he comes to realize you don't belong anywhere and I have a home. So what I can help you with is to help you give back or give you back, get you back your home. This thing that I truly passionately love that you don't have. And that becomes the reason that Bilbo is able to continue with the adventure instead of heading home. Because there were so many points along his adventure up to that point where he just felt disconnected. He didn't, that didn't make sense to him. He didn't really feel like this was his adventure to stick with. My why is to understand, transform, and remove obstacles so that people can attain a state of flow. I crave that ability to just lose myself in whatever I'm doing. I do it through craft in terms of making garments. I do it in terms of beekeeping and spending hours at my hives just watching the bees do their things. I do it as a project manager in terms of helping my developers get into flow. That maker manager or the, well, the maker manager split. I love being able to provide that for other people. And now I need to figure out how do I reconnect into Drupal knowing that that's my why because it took me a long time to realize that that's what I needed to be able to provide in any given situation. So I'm going to flip through a couple of questions here because I want you to be able to start thinking about your why, your purpose, your cause, your belief or your personal mission statement. If we think about the origins of the word mission, it's it is about going out, going on that adventure and knowing in Bilbo's case that you want to come home. So again, I'm just going to flip through these. I'll read them quickly. You can jot notes down, think about them, wonder if I'm crazy. It's all good. We'll start it with what makes you smile. It's probably going to be a little bit different for everyone. When you lose track of time, what are you doing? Playing threes does count. What are your favorite things to do? Yes, I'm Canadian. There's a you in favorite. Is there anything you don't feel gifted at but love doing anyways? I don't feel particularly gifted as a programmer, but I really enjoy getting in and fixing bugs. I love it when something is broken and then it's working. Not so much of the overall architecture of things, but that, you know, won't compile to compile. Love that feeling. When people ask for your help, what do they want help with? If you had to teach something, what would you teach? Who would your students be? When you quit, what is typically your last straw? So it's just a series of questions to get you thinking about, why are you here? What brings you to this Drupal conference? And I'm guessing that for you to make it through the crowd, up the escalator, then the other escalator, to come to the end of the hall to find room 15, it's probably not just because your employer paid for your ticket. There's probably some deeper reason that you feel connected to this project, to this community, and want to be in this room today. So I want you to work on kind of being a little bit selfish. And I've left this slide intentionally blank, because I don't know if you can't see it. It actually says the space left intentionally blank. We're about to now start the second part of the presentation. And I want you to hold, as you were sort of thinking about those questions, I want you to hold on to what some of the answers may have been for you. And if you want to tweet it out, if you want to share with others, that's fantastic. I think it would be fun for people to say why they feel connected to this community, and why they're here. Put it on the hashtag poundruplecon, so that you can share it with others at the conference. But I think it is critical that you are able to be selfish, that you know what you are getting from this project. Bilbo, sort of halfway through his adventure, was committed to the why the dwarves were adventuring, not what they were adventuring at any given point. He didn't want to go out and fight with spiders. He didn't want to go out and be thrown around by rock giants. He was committed to their why. So a little bit about me. In 2003, I ripped out the content storage tables for Drupal, for my own content management system. Back in the day, we all wrote our own CMS. I was no stranger to that evolution. My Drupal.org user ID is 1773. Yes, it only has four digits. I've been around for quite a while. In 2005, after having spent a couple of years writing my own CMS, I came back and took a look at what Drupal was able to do with its growing body of contributors, throughout all of my own work, and committed myself to working with Drupal. Waka at the time, James Walker, gave me a lot of support. And in 2007, I knit the Drupal socks as a gift for Waka, because that was what I could contribute to the project. I could contribute my thanks to the individual developers. The pattern is, because it uses the Drupalcon, it is open-sourced, it is using, it is GPL'd, because that is the viral nature of the GPL license. It is the first knitting pattern on record, which uses the GPL. I know it's nerdy, right? Come on. It's a nerd conference. Work with me. In 2009, my first book was published. Chex, thanks for being my tech editor on that book. My apologies for all of the things that I left in that were security flaws I knew about. It also was an interesting moment for me. Toward the end of the year, Moshe, who was an early contributor to Drupal, said to me at that time, it was a late-night conversation. We were New Orleans. There was bourbon involved. Said to me that my mother's website should not be built on Drupal. Drupal was too powerful for what I needed it to do for her business website. And it crushed me because at the time, I was selling hope to small businesses. I was selling that flow of a business being able to easily ramp up. And it stuck with me. So in 2009, I also had my first core patch, first and only core patch. 2011, I shut out to the Canadian government, ran for office for the Green Party, and also had my second book published. 2013, I taught my first Drupal 8 workshop. And in 2014, my mom's website is still using Drupal 5. Thanks, Moshe. So again, I mentioned that I sold the promise of easy growth to these small businesses. And it was the community of contributed modules, which allowed me to provide flow to small businesses. They could start with a brochure site and scale up depending on the businesses' needs. But the community is what enabled that. It wasn't me as a developer. The next thing I started selling in terms of Frontend Drupal was that state of flow to designers and themers because I helped them overcome the learning hurdles for Drupal theming. And I wrote it in a book and I shared it through presentations and workshops. And now we've got Drupal 8. And that development cycle has been pretty tough. We've also seen our first real fork, and I actually perceive the fork to be a very positive thing for our community. I know I'm not in the majority. You are welcome to disagree with me and explain to me why. It's a negative thing as part of the Q&A afterwards. In New Zealand, I had a slide where I tried to define what Drupal's why was. If we go back to Simon Sinek's Golden Circle, and I couldn't do it, there were pages and pages of notes for this particular slide, and I thought really hard about it, I stressed about it, and I just couldn't wrap my head around why Drupal existed. What was it all for? Where I've got the arrow there is the line, come for the software, stay for the community. And that's what I kept coming back to you and thinking, well, how does that make it our why? Is it about the code? Is it about the community? I don't know, and I don't really know that I've figured it out. So I started to ask myself, what's our mission statement? And for Drupal 8, the best I could come up with was it's the modernization of our infrastructure. That's what Drupal 8 is about. It's not the same as what it was for Drupal 7, but this is the best that I could come up with. And for this presentation, I did a bit more research, and I've got two slides worth of quotes here. Our mission was to create Drupal fast, small, clean, and on the bleeding edge of technology. At the end of the day, we can't make everybody happy, and it is very important that you realize that. Now this quote is actually a 2006 quote from Drees, and it was on backwards compatibility, and if you go and read that blog post, the comments are a series of gems from old-time community members, some of the names you may not recognize if you're fairly new to the community, it actually uses the F word, it uses the fork word, and how this is going to splinter our community. Well, that's 2006, and we didn't have our first, I mean, sure the Python fork was technically a fork, but it's Python, we're not going to count any. Awkward. So next slide. Drupal has been trying to be consistent in terms of its code. If we're talking about the modernization of the infrastructure for Drupal 8, Drupal has always wanted to be leading edge modern software. So what happened? Well, so my joke on this is that, you know, we used to have a mission statement and it was in the theme and you could print out your mission statement, and now we have this mission statement that's printed on our website, except it's not really a mission statement, it's actually a site slogan, and that on the one hand it's sort of trivial to joke about it and it's kind of funny to say, well, the variable name changed, but I think we also lost our mission statement as a community and we came to think of ourselves as community first and code second, and I think that's a negative thing to do. On the Drupal 8 landing page, the headline of that page is that Drupal 8 will have something for everyone to love, but we know that that's not true. We know that there's a lot of developers who are really frustrated with Drupal 8, so I think that we're not being true about what the positive things are about Drupal 8, and I think there's a lot of really, really amazing things about the code. The modernization of the infrastructure was sorely needed, but it has caused these frustrations for the community and I think we need to stop pretending to be something that everyone will love. It's like when Moshe said to me in 2009, Drupal is not for your mother's website, and I mean, the Drupal User's Guide, the quote, or not the quote, the dedication of the book for my Drupal User's Guide was, this book is for my mother who asked for the manual to her website, and I still believe that businesses deserve to grow, but as we heard in the keynote presentation today, Driz sees us as being an enterprise level product, and that may not be what you wanted to build five years ago, and so now we need to start asking ourselves, what do we want? I can still help in terms of contributing flow, I can still help developers to learn and get a really positive experience working with Drupal, but that doesn't mean that I necessarily want to build with it for my mom's website. My mom has a community publishing program in Owensound. You've probably never heard of it. It's a community of 20,000 people in rural Ontario, so yes, maybe Drupal is not exactly the right product for her. We need to put our stake back in the ground, and we need to define and own what the why is for Drupal. Massive change, though, doesn't happen by magic, it happens by management, and I think we really need to look to the change management field to get support in making this transition. It's not been an easy transition for a lot of people. Change management is the application of a structured process and set of tools for leading people to the desired outcome, and that desired outcome part is critical. I think part of what we're missing is that we don't have a shared definition of what the problem even is and where we are trying to move to. This is by design, it's how Dries leads. He leads from behind and he allows the community to really say what they want, and I am so grateful for Dries allowing us to essentially be the dwarves and come in and take over his project, but it's also, I think, really been a difficult, we are now at a difficult point where the product is getting updated and now we've become Bilbo and we want our product back to a certain degree. So having a shared definition of that problem allows stakeholders to understand why the change is necessary, why do we need to have that modern infrastructure. The examples he was giving today during the keynote in terms of the whole foods personalized experience, that why is critical for us to feel like we can be part of something bigger. That shared vision of the future also allows the stakeholders to understand how they will benefit from the changes that are being made. Backdrop didn't share Drupal's definition of the problem and I think that was stressful for our community, but I also think it was a really fantastic thing. Backdrop, if you go and look at their website, has very clear statements of what they are about, how they are different, well, not even how they're different because we don't really define ourselves. We don't say loud and clear this is our mission statement. We've got a slogan and you have to, I mean, you have to know that Drupal.org-slash-mission is where you get the mission statement from. We've got two copies of the principles. Do you go to slash principles or do you grab them from the bottom of slash mission? We've got Drupal 8, something everyone will love and we've become this sort of circle of hippie love which is fantastic and why we all love open source. But I think Backdrop has some positive lessons to teach us about how to help people buy into a vision and say yes, I know how to help you because there are things that I want to be part of in terms of the personalization of the web in terms of making sure that Google doesn't get to own everything, that we can still have our platforms, we can be part of an open web, we can contribute really positive things even if it means that we aren't building websites for our mom's bookstore anymore. So that's my outrageous and bold presentation. Discuss. This is our mission statement just as a by the way. The Drupal mission is to develop a leading edge open source content management system that implements the latest thinking and best practices in community publishing, knowledge management, and software design. So I'm also going to propose is this still our mission statement? Should we be updating our mission statement? Are there clarifications necessary? Are there updates necessary? Or does this still meet our needs and we simply need to promote our mission statement with a bit more vigor? Ta-da! Go ahead, Carl. So another data point for you. The site that got me into Drupal in the first place is in the progress of migrating off Drupal to Symphony at my recommendation. Because Drupal used to run that application framework line and at this point it's a terrible, terrible framework. It's a much better CMS application but it's a terrible framework if all you want is a framework. And that is a thing we have effectively said no to. It's a thing we said no to, that's where I came from, but that is a thing we've said no to. So yes, we need to take note of those things. To your last question here, I would actually say what's changed is the definition of content management system has changed from 15 years ago. It used to be content management system is what you call the blog with lots of features. Now a content management system has to have the concept of abstracted content as its own thing and presentation and structure and curation and that's what it means to be a CMS. And if we want to still call ourselves a CMS that's what we need to embrace because that is what that part of the market is now. Which actually I think is fine because I completely agree with Dries from his keynote we are one of the best systems on the market if not the best when it comes to structured content if we admit that to ourselves and let us just focus on that. And that's always been part of our problem. You know, CCK and Views blew everything else in the market out of the water five, six years ago and we didn't realize just how big that was. We need to keep pushing that separation that real content management platform concept because that's where we're strongest and that's where we can keep a large active market and community because that's what the market needs and that's what we are good at. So let's just focus on that. Yeah, I think it is. It's more for the recording than the amplification. Okay, there's got to be other hecklers. The mission statement you would need to check the DO page in terms of, okay, we have a right answer. October 13th, 2012. Okay, but did you check the diff to see that's when the mission statement was changed? I'm sorry I'm being super nerdy now. Good question. Thank you. So October 13th, 2012 was a series of changes by Lee Hunter, which looks like a major rewrite from 2008 Moche had the update in 2008 and there are significant differences. Though the mission statement itself in 2008 looks to be basically the same to develop a leading edge. It's in 2012 that we got that list of principles below. So I'll continue looking through the diffs to find the mission statement to actually get at it. The tagline started out as a... I don't think I have it on the actual upload of the slides, but the tagline that we have now came out of a Drupal Association meeting and it was Chex who proposed that as part of the DO redesign we get rid of community plumbing and instead adopt come for the code, stay for the community as our tagline. So if you do a bit of searching I've got the links in my speaker notes but I don't think I uploaded them. It's not a negative thing. Community plumbing wasn't our mission statement either. So it's not a negative thing. It just again was interesting to see how has this stuff evolved and again the comments on that were really really interesting to read. Bring the mic down a bit. There you go. My personal mission statement is to allow people to have full control over their lives and what they do and their happiness. The issue I have with the mission statement is I don't understand why we're building an open source thing and most of us are using proprietary instruments and devices to do this and I'm wondering if Drupal will ever embrace free software because when you're building an open source thing and you're on a proprietary thing how does that make sense? How many people are longtime Linux users? I am. So if you circle around I would say that over half of the room is our longtime Linux users. Will Drupal adopt that as a formal thing instead of telling us a lot of proprietary messages in the keynote? Okay, fair. I see what you mean. Drop in the thought bombs. Way to go. In your talk you mentioned that you had all these notes about and you couldn't come up with a single answer. I wonder if part of the reason that this is kind of vague and doesn't get to the point and hasn't been changed is that everyone brings their own mission statement to Drupal and that we can't define what the mission statement of the community is because everyone has their personal reason for being here which kind of goes back to the very beginning of your talk. Yes. Totally yes. I don't have a quite... Thanks for coming. This is a question for the group, yeah. What I'm hearing, there was a question that was asked with Drees this morning and I'm actually hearing it as a theme a lot in what you just talked about and I don't know how I feel about it yet. I think I know my opinions on it Can you repeat the question? I didn't say for the Q&A, I knew I had to run up here. Sure. The theme is basically Drupal going enterprise really sort of abandon and leave behind the freelance. The question was is Drupal 8 Enterprise focused going to have a negative impact on freelancers and I'm hearing the same thing from you. This enterprise thing that we're focused on is that really... The lineup just got really long for the recording just that you know this is an awesome question. This is compatibility. I think I know my opinion to myself at the moment. I think I know my opinion too. I mean also sort of if we're to look at the... I don't want to dominate the whole thing here which I could very easily do. The timeline that Drees gave is like the systems themselves got more and more complex and what he kind of didn't get at is like that technology that was making its way into the cameras was actually starting in a lot of cases with the exception of Polaroid with the professional grade systems and making their way down to the consumer grade stuff. It's backwards. And so my opinion is I don't see an incompatibility here and while all this stuff is being built to make it much more of an enterprise grade system if he actually talks about the problem of essentially the first access to the content being through the search engines and the Googles of the world then like more than anything else they feel like your mother's publishing shop like needs to have that baked in because it's really not in her best interest or your best interest as someone helping her to like be like well here let's spend an hour on SEO this afternoon so that's... Thank you. I wanted to pivot a little bit and just talk about the actual the mission statement itself as you put it up there because if you strip out all the like jargon We've got the word the and and Yeah You're basically left with it the Drupal mission is to build a CMS right? That's all that's left It talks a lot about how and not at all about why and I've watched the little 20-minute spiel about the importance of why and all that and this completely misses the point as far as you know why are we doing this so we should just throw this away and start over this mission statement is really bad because I mean these are great principles but they're not something Principles, values and missions in the business world are all very different things and they're also when you look for examples of what's a really great mission statement versus a vision statement it's actually not clear like this stuff is hard work we have over 600,000 active memberships on D.O. This is not going to be easy at all to decide what our community or is it Drees's responsibility or is it the Association's responsibility so yes thank you John this is I think something that we should throw out and something that the Association right now is working on the RASCII roles areas of responsibilities something something I can't remember what the acronym stands for but it that stuff is being thought of right now in terms of whose job is it if you go back and look at the governance keynote that Lisa Welchman gave last year the parts of the community are starting to ask these questions in terms of whose job like what are we allowed to bring versus what should Drupal provide for us and I encourage you to be selfish and figure out what you want Drupal to be for you and to you know charge full on into the fray of making sure that you're getting your needs met checks I well if you think one the dwarf with the dwarf that was nori the second thing is that have left share hosting behind yes that is not something that was made consciously we were debating it but it happened there's just no doubt about that that just happened without a doubt I just looked up nearly free speech because they are really building you by usage and basically they are building by memory use then so on and Drupal 8 is just going to use much more for example memory limit is going to be much higher and one of our principles is that we can provide our software on the lowest possible infrastructure so we have to update our principles for Drupal 8 because we can't meet our principles as of Drupal 8 so that definitely have changed something as that I feel has changed in Drupal 8 as for freelancers is that and then let me be very clear that this is not necessarily a bad thing but this is a change this is a fundamental change that in many cases you could get into Drupal 6 for sure at least 7 is debatable and 8 is for sure not by the way of just taking a working website copying a few lines of code maybe from an example module and enacting some change in 7 this was sometimes doable sometimes not doable and 8 this is out the window so for freelancers basically the entry the barrier to entry is higher the barrier to entry is much higher now you need to invest much more into Drupal and once again this is not necessarily a bad thing it's just a thing thanks Chex so touching on a couple of those comments I've always felt that the freelancer versus enterprise dichotomy is a completely false one because it conflates the vendor size and the client size and the experienced level of developers which are all completely different things the whole point of open source is that the random freelancer in the proverbial parent's basement has access to the same level of software I wasn't living in my mom's basement when I built that website but there are some who are that developer has access to the same level of software and software quality whatever that level is as the Fortune 500 consultancy with a thousand developers in it that is making it more accessible than an awful lot of what's on the market and then being able to serve Whole Foods or the White House as well as it does work for both of those which is no small feat it may not be a great fit for all of them but Drupal has a very broad target that it can serve it might serve it better if it was a narrower target but it does have a very broad target so part of that dichotomy I think is just misunderstanding what we're actually talking about as far as the developer the fly-by-night self-taught on weekend developer I completely disagree with what Chek said on that front it's why we're here for discussion I am going to if you turn around there's like six people behind you just that you know and we've got five minutes left I'll try and talk fast a lot of the changes we made for Drupal 8 were made consciously because there are more people in the world who already understand things that look like everybody else and so for the random developer who knows some PHP coming into Drupal Drupal 8 is going to be more familiar than Drupal 7 it is going to be easier for the newbie developer than Drupal 7 was it's okay I can totally see you disagreeing and I'm going to take it away from the microphone so we can get some more comments in this is why I gave this presentation so that we could open the discussion I am I'm fairly new to the Drupal community and this is my first Drupal console welcome I don't know all the background but it seems to me that you were talking about Dries sort of getting behind and letting everyone lead and there's the Drupal community but I have to ask the question and this is good for our clients having the Drupal 8 infrastructure and you know the way it's being set up but how much of this is the community and how much of this is larger commercial for profit enterprises we will all have a different answer I'm not going to answer this but I would like everyone in the audience to think of what that answer is and go talk to Eric afterwards so I'll look at that the biggest issue I have with it in terms of Drupal 8 is content management system because you're now talking about services you're talking about basically a dam I could run a digital asset management system off of it so it's still sort of presented as something to deliver a website and now it could be non web facing it could be an aggregator it could be anything so that's the thing that sort of gives it some sort of stigma immediately and the other concept is I don't understand why you can't have differentiated products that work fine with somebody else you don't have to adopt sort of forcing someone to go along this path that doesn't make sense for them so true because we do that on the desktop all the time totally agree awesome thank you hi I just wanted to say that I want to kind of speak up for the freelance developer because sometimes I feel like oh the freelance developer is not going to be able to handle that I think we're a pretty sharp group of people yes we are I am looking forward to being able to have these tools to help these small businesses compete with these big people to be able to have enterprise class tools that I can offer these people cheaply is going to be fantastic awesome and I'm going to use that as the conclusion for this session thank you so much everyone please do add rating when you go to the website and add your rating for this particular any comments are I believe in that rating only visible by me so if you have extra thought bombs that you want to add please add them in the public comments but personal trolls leave in the private ratings thank you so much again I if you do want to continue the discussion I'm on twitter hw you can also get me in IRC in poundruple I'm Emma Jane on IRC thanks again everyone and run quickly to lunch


Welcome back to the channel. In today's video, I want to show you a video series that I want to produce. And this is basically going to help you to think out so many WordPress ideas and functions, getting you to produce a plugin that you probably can sell or even use in a production site. So we'll do so many things. You're going to learn concepts like coding standards. We're going to talk about how to refactor your code and make it a little bit cleaner. Something that you can actually put out there for people to use. Now, here we have on who is something that we can use to search for domain names and make purchases out of it. So I would like to recreate something like this, but we're going to be using APIs for a local domain provider. And that is basically for a .ug domain because that's where I'm staying. And we don't have something like this that can help you search, renew and do so many things.  Eventually hook it into WooCommerce so that you can make payments. Or it can be a standalone without requiring you to install WooCommerce thereafter. So it will be quite a long series, but it is going to showcase the different parts about WordPress and development. So this is something that I'm going to do from scratch. And if you are interested in this, then you should be able to jump into the code with me and then we can make something good. I'll be using my editor, which is Visual Studio Code and it comes from code.visualstudio.com. It's a Microsoft product and it's actually free. So you can download it for any of your platforms and then use it. Then I'll be using local WP, which is basically a local server. It will give you a database. It will give you PHP. It will allow you to use MailHog as a mail trap.  Now this particular course will also require you to know some HTML, to require you to know some CSS, some JavaScript and PHP. You don't have to be super talented in all those fields for you to be able to pick up this course. Just having basic knowledge will allow you to navigate through this and grow you along the way. So if this is something that you are interested in, then please let me know in the comments. Let me know some of the topics you would like us to see as touching. And maybe I can throw them in there along the way in the different videos. But remember, we'll be working with an API. We're going to work with authentication. And that's something that I know people have been asking a lot about. So if you're interested in this course, please let me know in the comments. Subscribe to the channel and give this video a thumbs up.


Did anybody keep you up or was it the other way around? Do you think I think it go both ways? I'd say Tom Brady won from the quarterback position. I'll say from the receiver position, I would probably say Randy Moss. I would probably say Terrell Lawrence as well. I would definitely say Steve Smith. I mean, it's a list of guys and I have the most respect for all of them because, you know, the difference between all of them, I call it super humans. We were superheroes, super humans. Some of those games I came out where, you know, I'm looking at it as it's like, I just shut this person. Like, how did I do that, you know what I'm saying?


Thank you for being here, excited to have all of you joining us, either live or on one of our recordings. We are thrilled to have Floyd Jones from Give Butter to share with us how we might lean into transformational fundraising. But before we dive deep with you, Floyd, we of course want to make sure that our viewers and listeners know who the faces and voices are that they are seeing and hearing. Julia Patrick is here, CEO of the nonprofit, sorry, of the American Nonprofit Academy. I'm Jarrett Ransom, Julia's personal nonprofit nerd, but I can be anyone's personal nonprofit nerd, CEO of the Raven Group. We are also proud to announce all of our presenting sponsors who are here with us every single weekday as we continue to broadcast live and produce over 500 archives. Thank you so very much to Bloomerang, American Nonprofit Academy, Fundraising Academy, Nonprofit Nerd, Your Part-Time Controller, the Nonprofit Atlas, Nonprofit Thought Leader, as well as Staffing Boutique. We love, love, love your investment and are so honored to have your contributions into our sector. As I mentioned, we have over 500 episodes, over 800 video elements. So our executive producer slices and dices and puts these into bite-sized information nuggets and you can find them on Roku, YouTube, Fire TV, as well as Vimeo.  Just say the non-profit show and hopefully that little person that lives inside your phone will put the non-profit show on your podcast list. We are on over 20 channels right now for the podcast platforms. So this conversation that we have with the bestest, amazingest, goodest, give-butter representative. We are so honored to have you here, Floyd, to represent Give-Butter, but to truly represent the sector. So welcome, my new best friend. Hello, hello. I'm so happy to be here. So excited to be chatting with you all and sharing more about transformational fundraising. Can't believe it. I love it. Okay, talk to us about Give-Butter, how you started, kind of give us the old Reader's Digest version, if you will. Absolutely. So I'm not sure Reader's Digest is long or short. So if you can cut me off, but if I go along, Wendick is like, tend to do that sometimes. But so Give-Butter, we are actually now in six and a half years of operation, which is so exciting to see and witness. It's really funny looking back at it, because I was employee number six, and we are currently approaching almost 46 employees, which is like so insane to see and so insane to witness and be a part of. Give-Butter really started with our three core founders in school. So fun fact, we all went to GW, but Max, Laurent, and Ari really were the genesis of this platform. And one of the things that they continue to iterate on is thinking about how do we figure out a unique and easy and seamless way to give, right? Like they were on a college campus, a lot of the students wanted ways to give back that were easy.  But a lot of the donation platforms at the time were very clunky. It took a lot of time for it to actually make the donation go through. A lot of students were using Venmo and these mobile wallets and whatnot. And they continue to ask the question, how do we design a better way to give? And then that's really where the genesis of Give-Butter was created. We thought about calling it Give-Better, but we're a fun company. So we like puns, and that's where we say Give-Butter, and that's how the name really stuck. And so fast forward, almost six and a half years later, we are the number one fundraising platform currently according to G2. We just found out two weeks ago, which is really, really exciting. They called us the momentum leader in the sector. We also are one of the easiest platforms to onboard admins. But one of the things that I love, love, love the most about Give-Butter beyond the awards is our people, because our people have brought us to this point. Our community has brought us to this point. One of the things that we always say is that we are product-led growth. And it's so funny, because even on my first day of working at Give-Butter, Macs, our CEO continued to just iterate to me over and over. People product, people product. And I'm like, what does that mean? But over time, I've really seen it. It means that our people drive the growth of our product. So every single thing that we iterate and we bring to the Give-Butter platform has been voted on by our users. We have things called our roadmap. People actually say, hey, we want this feature. We want this. So that's how we brought, and Ben, though, that's how we brought in live stream fundraising and so much more. So, yeah, that's Give-Butter in a nutshell, 100% free platform. People product, people product. So let's talk about people. Let's dive deep into the deep end here. We're not even going to jump into the kiddie pool, the shallower pool. I already got my floaties, okay? So be ready. We are ready. Straight through the high dive. What is the connection, the community connection, and the people connection that Give-Butter truly allows? And just, really, as we look at overall connection in our philanthropic state, in the nonprofit community, what does that look like? Such a good question. So it's so funny because one of the things that you even mentioned, Jared, is how you and I met, right? You just reached out to me on LinkedIn and just chatted me randomly because you were interested in who I was. You weren't interested in what you could get. You weren't interested in the things that I could offer. Although, to be perfectly honest, sometimes we do reach out for those reasons, which is not always bad. But one of the things that I really value about this relationship and the way that you reached out to me was because it was incredibly genuine. And that's what community connections are all about, right? And to be honest, that's what transformational fundraising is all about. Sometimes we look at our donors and we're like, okay, well, ding, ding, ding, I need my donor or ding, ding, ding, I need a dollar, okay, somebody? But no, you're focusing on actually being with your donors, getting to know who your donors are. I'm reading this book, I'm reading this book currently, and it's really talking about, well, I'm reading The Power of Now. I posted about it on LinkedIn the other day. But really, it's emphasizing the idea of being in the present moment, right? And honoring the feelings that come up for you in the present moment, not dwelling on them, but honoring them, right? And so one of the things I keep thinking about is, yes, our feelings are incredibly important to us. But what about the feelings of our donors? How do our donors want to feel? What do our donors want to experience, right? And so making community connections is really about understanding your donors. So what does that look like tactically, right? That means actually reaching out to them before a gift is ever made. That means saying, hi, I saw you signed up for our mailing list, or hi, I saw you attended our webinar, or hi, I saw you attended an event. Who are you? I want to know more about who you are, just like Jared did, reaching out in my inbox. And now we're about to be, we're about, we're going on a walk together soon, like, let's get coffee, we're going to talk, like, because now I know her, right? So I love that so much. And Julia, you know, we've really coined the phrase here that return on relationship. And it's about the people. And, you know, so, so happens, we're still living through global pandemics, plural, right? The global health pandemic, we have social injustice, we have political divide, we have environmental crises. And so really, you know, there's so many wedges that I think are driving people apart. And if we can come back together to, you know, truly allow these conversations to build upon community, as you said, the power of now, which I just posted a request, I have too many audible credit, I need to download. So I'm going to download that one. How has that changed, though, Floyd, over the pandemic, right? Of course, only meet in person, not everyone has a bingo card, like you, my dear friend of how many places and spaces can I work from 100%. But how do we do that during COVID? Such, such, such a good question. I was literally just talking about that this morning with one of my colleagues and saying, there's been so many beautiful blessings of that have come forward during this time where there's more need to be online and more ways to connect online. But there is something that you miss, you know, when you're in person, there's something you're missing the essence of a person, right? So here's how I thought about reverse engineering this, right? So I actually lead a small group, part of a men's group, and I lead a small group within that group. And one of the things that I've loved so far, since being, since being a leader is our small groups, building a microcosm within the grander framework, right?  And I keep bringing it back to what does this actually look like? Because I love a good webinar and I love a good talk, but it's like, okay, what about me? So I always think about in your actual organization, maybe you're doing donor segmentation, and I always preach about segmentation. So maybe it's the people who have given to you on social media, maybe it's the people who've given to you the event, maybe it's your large donors, but it's about bringing them together based off of their current interests. And guess what, this is all about transformational fundraising, it's all about the people at the center, you're bringing them together according to their needs, according to their desires, according to their wishes, and then your sparkling conversation around that, you're saying, hey, we need a virtual event, how can we come together and plan an event? And another thing I was thinking too, I hosted a hybrid event a couple of months ago, and one of the things that I did was we had VIP sections and whatnot, but what that meant was people got together in a Zoom room before the actual event began, and we talked about the topic, we talked about what are people excited to see, we talked about what are you excited to experience in this event and whatnot. So finding ways to take something that feels so sparse like being online and making it smaller, because people want to actually feel like you know who they are, and you can do that intentionally when you have curated experiences like that. I love that concept, because I agree, I think the online world, while it's super powerful, it can give people a pass. Oh yeah, I've logged on, I was there, but you weren't really there, you weren't really participating, and so I love navigating to that group, because it's like in college when you have a seminar versus a lecture, you can kind of check out, yes, yes, yes. You can show up hungover, right, but when you're at a seminar and there's only like four to six of you in that little room with the professor, you got to perform.  Love it.  Such a good question, I always say, you know, there's always that saying that says, you know, if you want to go fast, go alone, but if you want to go far, go together, and really when you think about the work that our sector is doing, right, the change maker, the social impact sector, we're really focused on tackling big goals and tackling big problems, so I always say people, people, people need to work with you and need to work alongside you, so what does that actually look like when it comes to fundraising or in your work? It's peer-to-peer fundraising, that could be one example, right, like maybe you have a campaign to accomplish a specific goal that your community has rallied around, now you find people say, hey, who are going to be the champions, who can I, who can I ask to be champions, so anytime I've done a campaign and I still tell people to do this, right, choose who your captains are going to be, right, I mean, my first campaign that we raised, you know, I think the first campaign I ever did raised around $15,000, right, and one of the big things that I did when I was like fresh out of college was say, who can be a cheerleader with us, right, who can come alongside us and do this with us, hey, you're the team captain of this neighborhood, you're the team captain of this neighborhood, you're the team captain of this neighborhood, because it's about ownership, right, ownership drives the ship, okay, somebody, so if people are coming along with you and they're walking alongside you, they're going to say, hey, I am now personally responsible for helping make this goal take place, and that's why it goes back to community connections, right, you see how it all ties together, you can't create a connected goal unless you make a connection first, right, and when you make the connection first, right, and guess what, you already have your organization's mission, right, if you have a strong mission, people are already going to come together for that, but now these connections are microcosms of that, you're going to say, hey, yes, maybe we're trying to end childhood hunger, but this specific person likes to work with urban kids in an urban environment, perfect, now you can help lead this New York City branch, you can help lead this Baltimore City branch, come together around their interests and let them propel the mission forward, because guess what you are, if you are a development leader or an organization leader, I always say you are a bridge, okay, you are a bridge, your donors, your partners, your volunteers, they all want to do good work, you are the bridge to get them to the good work, you shouldn't be the only one with the shovel, okay, you can't be the only one planting the seeds, pouring the water, you can't be the sun, okay, so you are the bridge, lead people to do the good work, okay, while you are the master facilitator, getting them to where they need to be, right, you just took us to church, yeah, I'm like, hey, I'm like, hey, brother, absolutely, no, I know, and it's so true, and to speak to that, you know, to have these microcosms, cause, what is them, microcosm, microcosm, you got it, you got it, microcosm, yes, you know, it's really important, the quote that comes to my mind is people support that in which they help create, and so if you have these microcosms, nailed it, with these neighborhood groups, and you're able to, you know, rally, cheer lead, advocate collectively, right, then you're able to really use the propelled passion that we just experienced from you personally, hopefully that's instilled, you know, in so many others, you have this other saying that these are our partners, right, people are our partners, they're not our piggy banks, 100%, say it, say that, yeah, that is fantastic, what, how do we make this happen, because I do feel, and Julia, I know we've talked about this before, how many times organizations go to the same well, the same, they can help at some point, that well is going to be dry, because they're going from like big banks, and not as a true investor, part of your community, part of that cheerleading, we're going to lose them, are we going to turn them off? 100%, there are so many different analogies that come to my head when you bring this up, so first I think about your organization itself, right, think about the other core people in your office, the core leaders of the organization, who have helped you build the organization from the ground up, right, imagine if you only talked to your marketing team when you needed them to make a flyer, imagine if you only talked to your development team when it was okay, it's time for a campaign, it would not work like that, right, everyone needs to know what's going on, when it's going on, how it's happening in sync and in time, so they can put the pieces together, right, think about your family, right, you wouldn't talk to your manager that could be contentious, you wouldn't talk about somebody in your own household when it's time to take out the trash, right, no, the person knows when they're feeling the trash, okay, this thing is getting full, it's almost time, and when that thing happens, okay, it's time to take this trash out, right, so what I'm saying is in how that translates into your organization, we oftentimes, especially development leaders, I'm telling you, I'm not going to speak from somebody on the other side, okay, I work with the grassroots organization, I work with the organization with a budget of zero, and we build it to 150,000 in a year and a half, right, like I know what this is like, because I've actually been in the trenches and done it, what did I do over communicate, right, someone who makes a donation to your organization wants to know what that donation is doing, right, they want to know how their dollars are going to work, and it's up to you because why, you're a bridge, you see how all these things are connected, right, you are a bridge, you're letting them know, hey, don't worry, you got one step closer on this bid, you're almost at the promised land, hey, don't worry, you're two steps closer now, you know what I'm saying, you have to let them know every step of the way, how they are actually making this change, how are they actually being a part of the change, everybody loves charity water, why, I'm still a charity water, I get emails every single day, okay, they let me know that I build this well, okay, let me tell you, and I make me feel like I'm abroad with them, right, and even though I don't have a shovel with them, I'm still in the trenches because I've made a contribution, feel like I'm supported because I'm with them in the process, right, that is what it means to be a partner, that is what it means to have somebody walk alongside you, not to say ding ding ding, it's time for a donation, uh-uh, it does not look like that, especially today, right, especially when there's so many different things, so many competing priorities, whenever I speak to groups, I always say, why does your organization matter, and why does it matter now, right, why does it matter right now, because there are so many different things, and even if they're not making a contribution, that's not going to pay itself, so how are you coming up and contributing, how are you part of making sure that they understand that this contribution is what transformative and not transactional, okay, yeah, what about, you know, you spoke about communication, is there ever too much communication, like I know the whole cadence of ask, thank, report, repeat, and you just continue, ask, thank, report, repeat, ask, thank, report, repeat, when is it too much, when is communication too much? That's a great question, like I said in the beginning, everything is about intention, right, so what are you intending in this email, what do you want your donors to get from this email, what do you want your team members, your volunteers to get from this email, what are you hoping that they receive in this communication, because sometimes people do send emails flippantly, I'm like, not the same old same old, my fingers are tired of scrolling, huh, no, what are you intending from this communication, because if your intention is coming from an authentic and pure place, it's going to be received, right, and people actually want to know, they can pick up on that, now that is not dismissed strategy, that is, because you guys have some amazing people on this call, let me tell you, I was watching Maria, Brian, I was taking my notes too, right, it's important to match the intention with the strategy, right, and you have to pair those things together, but it always starts from the intention, and also, when you have the right intention, you'll also be able to see, hey, I messaged this person last week about something similar, is it fitting, is it sticking, and then the other thing I was going to say, and I mentioned this earlier, but it's about segmentation, if you're giving the same message to every single person, like, one size does not fit all in your donor communication, right, you need to know, hey, these people, they targeted me on social media, did you check out my latest social media posts, hey, look at what the latest things are happening, this person is a campaign donor, how are you updating them on your specific campaign, so it really, there are nuances, but to make a long story short, because when I only got a few more minutes, it's about intention. You know, I love that, because I think when you start from that point, it's very easy for you to edit, you know, you can say, okay, the intention is this, so we don't really need to talk about that, or we don't need to rehash this, or, and it is a little bit more of an upfront investment, because you have to be quiet, you have to center yourself, and you have to say, what is the end goal here, why am I doing this, and then you can determine what are the better pieces, you know, it's kind of a roadmap to life in many ways. And you better say that thing, because that's what it's all about, right, how you show up in your fundraising is how you oftentimes show up in your life, right, and I love, love, love what you just said about, you have to steal yourself, right, you have to calm and get to a place of center first, and then that will determine your trajectory, right, I always say alignment determines your assignment, right, if you can first get in alignment, that will direct your steps, that will direct where you need to go, who you need to go to, and when you need to go, right, so the same thing matters for communication, oh, and one other thing I was going to say, I was talking to Julia Campbell yesterday, actually, she's amazing, and we were talking about social media and talking about like the noise, right, like there's always so much noise, and you have to ask yourself, what role am I playing, am I adding to the noise, or am I offering a space of like the spike, am I offering a space where people can come in actually dive a little bit deeper and get to know us on a deeper level, right, and so the same thing goes with whether it's your communications via email or communications via social media, who do you want to be, who do you want to show up as, how do you want to show up, and what is your intention in showing up, right, and then that will now come through across your various platforms, that will dictate your cadence and everything else, so. We could talk for hours, and I know that we'll one day on that talk that we're going to take. Gif Butter has been, as you said, I mean, recently with the award, or the recognition, it's come such a long way. Floyd, I can tell you, I've been on so many forums, you know, Facebook groups, what have you, community boards, so many people are saying, who do you use for this, who do you use for that, and inevitably Gif Butter is up there, and I've heard so, so many great things from leaders across the globe that have used this platform. I think it speaks, of course, to the volume of your passion and how much you really connect and have that commitment to people, right, and that is so important. So Floyd Jones, Community and Partnership Lead with Gif Butter, if you heard earlier, he was like employee number six, they now have 46 employees, all remote currently, although Floyd gets around and he has a bingo card and all the staff and probably, you know, a lot of the partners as well. I know we're looking forward to seeing you at the conference coming up next month in Vegas, and just cannot wait to deepen our connection and really use our passion to propel, you know, so many, so many other leaders here, here in our community. So thank you. 100%, I'm so glad to be here, so glad to be speaking with everybody, and just continue to remember, be transformational. That's, it all starts inside. So 100%, thank you. I think that you have been a wonderful way for us to start our day. Here in the West, we're starting our day. For those of you in the East, you're kind of already moving through, but this has really been magical, Floyd. Thank you so much. You know, these are the things that Jared and I need to hear. We try and share these mindsets, if you will. And it's a really important time, I think, in the philanthropic world to be talking about mindset, because we've been in such a time of crisis and upset. And sometimes the only thing that can protect us to move forward is our mindset. So you have done some beautiful work with us here today. Floyd Jones, again, givebutter.com, check them out. They got a lot of things cooking. Again, if you don't remember who we are, you just tuned in. I'm Julia Patrick, CEO of the American Nonprofit Academy. I've been joined today by the nonprofit nerd herself, Jared Ransom, CEO of the Raven Group. We want to make sure to thank all of our presenting sponsors. Without them, we would not be here having the magical wisdom of Floyd Jones join us today. We want to thank Blumerang, American Nonprofit Academy, Fundraising Academy, the Nonprofit Nerd, Your Part-Time Controller, Staffing Boutique, Nonprofit Thought Leader, and the Nonprofit Atlas. Again, they are all partners with us. And as Floyd said, march with your partners. And I love that. So we want to say thank you. We're marching. We are marching. So good. Power, power marching. Hey, as we end every episode, we want to remind everyone, and I think ourselves, stay well, so you can do well. Floyd, thank you so much. This has been magical.


Hello and welcome to the session. This is Professor Farhad and the session we're gonna look at direct labor and direct material variance and Look at the price and usage as well as the rate and efficiency variance We will not be looking at the overhead variance neither variable nor fixed. I will have that for another recording Hello and welcome to the session This is Professor Farhad and the session would look at direct labor and direct material variances and to be more specific Price and usage rate and efficiency variance in another session I would look at the overhead direct overhead variance as well as fixed overhead variance This lecture as well as my other lectures are posted on my website as well as the PowerPoint slides will be posted there So before we start the session, we need to be familiar with something called standard cost So we need to be familiar with what is a Standard cost and how does it work? Well, hopefully you are familiar with the food recipe a food recipe basically tells you this is how much you need of material to make a Cupcake, this is how much flour and how much yeast so on so forth As long as you mix it together you follow the recipe you should have the cupcake or if you're making a pizza You need the dough the sauce the cheese as long as you a flour as long as you mix it together Correctly, and you bake it as instructed you will get the pizza And in theory if you follow it and practice it should work But you know for a fact if you have a recipe and you follow the recipe exactly Often times it doesn't come out exactly in the shape or taste that you want and guess what in the manufacturing world and the real world Engineers companies management they put together what's called a cost sheet and what is a cost sheet? The cost sheet is what should go into the product what type of material? How much time we should spend on that product to have that product finish? So a standard cost or a cost sheet is a form providing the standard quantities How much we should use in quantities of each input required to produce a unit of output and the standard price? So in the quantities we have material and We have direct labor and for the material we need to pay money for that and for the labor We need to pay money for the labor so the standard cost sheet tells you how much you should invest Or how much you should put into your production? So each unit comes out the same as the other unit We know for a fact in theory This is how it works in reality that may not be true and to be to be like even more realistic We're a little bit more interesting what I'm gonna try to do in this example start with an example that we are all familiar with Let's assume you are starting to deliver a you're starting a business delivering Pizza and a salad so that's what you do. You make pizza and a salad and you deliver that to working people Okay, that's that's what you want to do and here are the ingredient for your pizza and your salad Okay, and these are the instruction. Well, obviously you need labor to do so so you cannot do this by yourself Okay, so this is what you're gonna be making pizza and salad and delivering pizza and salad to people So here's what's gonna happen. So based on this information. I'm gonna kind of make up some numbers Okay, and tell you what what are your standard? So your direct material standard. So what I did I added I added up I Yeah, I added up all the weight For the ingredient and just just make it I'm just making things up. So you need one pound of Material of direct material and I add up all the prices here are all the prices for that pound and you need for that You need to pay four dollars and eighty eight cent for the material Which is direct material per one pizza is four dollars and eighty eight cent Also for that. This is for the direct material for the direct labor You need one hour Okay, and you can hire someone at ten dollar per hour So it's gonna cost you ten dollars So all in all you have direct labor and direct materials of fourteen dollars and eighty eight cent now keep in mind You're gonna be producing high quality pizza and high quality salad that people are willing to pay for it And you're gonna deliver it for that matter. Okay, that's your business So now let's see let's work some work some numbers and see what's gonna happen Let's assume you purchased you purchased and used for that matter and used so let me just make sure and used 500 pounds for the month of June 500 pounds of Material for the month of June you paid Five dollar per pound so to buy the material you paid five dollar per pound And you thought you were gonna pay for eighty eight based on this based on this This thing that you find online the price was a little bit higher for some of the ingredient You had me happen to pay five dollars. That's fine and notice you use that you use that all up And let's also Let's assume also you produced 400 pizzas and Salads so you produce 400 pizzas and salad or gonna assume those are the same unit pizzas and salad You're producing pizza and salad is one year. You produce 400 meals more or less. All right. Now we need to know What happened in terms of variances? Did you exactly follow the recipe? What happened? So I'm gonna show you how you will need to solve this problem Okay, and basically if you if you follow this if you follow this you should be good to go So here's what's gonna happen. I'm gonna show you a three column method first What you do is you have a column called actual? Okay, and under the actual you're gonna take your actual quantity times the actual price and It's your actual quantity how much you actually use times the actual price This is column one and I'm gonna have column three Obviously there's column two in between and column three you're gonna be using the standard And I'm gonna call this actual quantity AP and actual actual quantity aq and actual price AP You're gonna be using standard quantity sq times the standard price SP Okay in the third column and The column in the middle Here's what's gonna happen So when you do variances here what we're gonna do For each item we're gonna keep one constant and change the other so what's gonna happen in the middle We're gonna go with actual quantity Which is this item here actual quantity times This item here Standard price actual quantity times the standard price So if you set up your formulas like this and you're I'm gonna explain this a little bit further what I did Okay, so let's try to punch in some numbers and see what we did So for the first column further, let's compare column one and column two. Let's compare One and two once again notice the actual quantity is the same or what you did as you change the price So any any change between those two column has to do with the price because all what you did is you change the price The quantity is the same. All right, so let's see. What was the actual quantity that you used you used? 500 pounds of material and what was the actual price? How much did you pay? You paid $5. Therefore your actual price Your actual column will have two thousand five hundred. What was the actual quantity that you used? $500 how much you should have paid you should have paid $4 and 88 cent. So if we take 500 times times 500 times clear 500 times point 488 that's gonna give us 2440 what does that mean? Well, it means the difference between those two and we already know it's unfavorable Why because we thought we're gonna pay 488, but we paid five dollars. So two thousand five hundred minus two thousand four hundred and forty We have a sixty dollars Unfavorable price variance simply, but we paid a little bit more than what we should have a little bit more sixty dollar more It's not a big deal Let's move on and compare column two to column three column two already prepared column two two thousand four hundred and forty Let's look at column three column three is the standard quantity. I produced 400 pizzas well For my standard quantity I Should have 400 pizzas and and 400 pizzas right and one pound per pizza. So I'm gonna be using 400 and my standard price my standard price should have been four dollars and 88 cent Well, what's 400 times? 400 times four point eight eight that's One thousand nine hundred and fifty two Wow So, all right, let's see now. We're gonna compare one thousand nine hundred and fifty two to two thousand four hundred and forty and find the difference Let's find the difference first 2440 minus one nine hundred one thousand nine hundred and fifty two and that's four hundred and eighty eight dollars Is this favorable or unfavorable? And I hope you know it's unfavorable Because to make to make 400 pizzas we need 400 pounds, but we actually used this 500 pounds So back basically our employee in the process. They basically lost 100 down Maybe they were making the pizza. It wasn't good. They throw it away. They were making the salad that didn't come out Right. They throw the material away. So there's a lot of wastage. That's what we're saying here. Okay, so this is the Usage usage It has to do with quantity so this is quantity this is the quantity variance and this is the price variance So on both end we are not good. So the price it wasn't that bad $60, but the usage we need to train those employees those employees They're either not trained not supervised some something's wrong We gave them 500 pounds of material based on our recipe. They should be able to make 500 pizzas they only made 400 pizzas and I'm assuming here that all That the all the material was used if all the material was not used then it would have been a little bit different Let's assume we only used Well, let's finish this that's finishes example before we make any assumptions So what is the total variance the total variance the gather is 488 plus 60 and it's 548 dollars unfavorable. We're doing something wrong. Okay, especially with the usage variance Now, let's assume just let's let's assume for the sake of the example that we only used remember we purchase 500 Let's assume. We only used 450 pounds Then the the middle column what we need to do here The middle column the middle column what we do when we do the usage variance will take 400 we would have took if we used only 450 pound we would have used 450 times 4.88 when we're making the comparison between 2 and 3 Okay, so the comparison between 1 and 2 will stay the same because what we purchased is what we purchased But the usage if let's assume we only used 450 in this example I said I bought 500 and I used 500. Okay, but if I said I only used 450 When you compare 2 and 3 you would use the usage what you actually use for the usage comparison. So that's just okay Good, so that's that So we did really bad on this now for the labor we need to do the same thing the same analysis for the labor See how bad or how good the labor variance is well the material was no good Let's look at the labor the labor we use the same exact concept We use actual quantity times actual price standard quantity times the standard price Okay, so we use the same concept and I'm gonna abbreviate here We're gonna be using for column one actual quantity times actual price column three standard quantity times standard price and in between actual quantity times standard price actual quantity times standard price Now what are we gonna be what assumption are we gonna be making here? I'm gonna assume That we spend the employees that we hire spend 350 hours to make those pizzas Times one because we need one hour per pizza and we pay them $8. Wow 350 times 8 2800 so remember when I first started this problem. I said I'm gonna hire someone at $10. So guess what I Had a lot of people come in and said I can do this for you I can do this for you have a lot of I have a lot of supplies So you know what said let me lower my price. I offer them $8 and they took it They took the $8. That's fine. What was my standard quantity? My standard quantity was if I needed to produce 400 pizzas 400 pizzas times one hour per pizza That's gonna give me 400 times $10 I should have paid $10 I Am go I was I was supposed to pay for 400 pizzas $4,000 Okay, this is the standard quantity. This is the actual so this is the actual and this is the standard Now let's take the actual 350 times the standard equal to 3500 we're gonna do the same exact comparison again We're gonna look at column one and column to serve one We have column one right here column two and column three And we're gonna compare column one and column two and this is gonna give us the braid variance great variance if we look at look at the difference 3500 minus 2800 I saved $700 this is favorable variance and let me let me let me take let's look at it from a different perspective I saved $2 per hour and they worked for me 350 hours. Therefore. I saved $700 So on the labor I got cheaper labor this could explain this could explain why my material usage was bad Okay, because maybe I paid for a cheap labor and I'm paying I paid the price now For the efficiency how efficient were they I'm gonna have to compare two and three. So this is the rate The rate variance and the other variance. It's the efficiency variance again, not usage. We call it efficiency Efficiency Efficiency so the difference between four thousand and four thousand and three thousand five hundred is five hundred That's also favorable. That's also favorable. Okay, that's also favorable There is five hundred dollar favorable because I spend less time than I should have Well, that's also favorable. So together we have one thousand two hundred Favorable variance when it comes to labor. Wow, they work fast. These people were trying to impress me So they work fast that could also explain because they work fast. They could also explain The problem with the usage they did work fast. They did work fast, but they wasted a lot of money So what should I do under those circumstances? Well, I'm gonna ask them to keep working fast I just we need I need to cut down on the material usage make them more efficient for next month. So this is how I This is how I Analyze my variance is also I paid sixty dollar more. That's my fault. You know, I'm the owner I'm the one who made the purchases. So maybe I need to find something cheaper. Okay Now this is basically how you could you how you can use this now? I'm gonna go ahead and work another example just have kind of Just for for illustration purposes. So let's assume we have the following standard. We have we are making frames and And direct material we need four pounds and The cost the input cost for us is 55 cent. So it's gonna cost us material per frame to 22 We need to put the frame together point zero five of an hour real quick. We're gonna have to pay someone $20 so $20 time point zero five. It's gonna cost us $1 and direct labor So this is what we're gonna be producing this frame right here So let's take a look at what we have here and what we can do And again what you should do here, you should go with column one column two and column three So, you know, so see if you could see if you can see if you can solve this problem So what happened is this the standard cost the standard cost for us for the sake of this example the standard cost was four pound at 55 cent per pound 220 Okay, we happen to produce 80,000 pounds. Let's do this real quick So let me just go through column one column two and column three for this example column one Column one actual quantity. Well, let's let's since we have column three readily available So we produce 80,000 frame and it should it should cost us it should cost us 80,000 frame we use four pound per frame four pound per frame And 80,000 frames times four pounds That's three how many how many pounds is this times four equal to three hundred and twenty thousand times point five five That's equal to let me just do this real quick Three hundred and twenty two thousand pound times point five five That's one hundred and seventy six thousand So standard quantity times standard price should have been 322,000 times 55 pennies, which it should be 176,000 What we actually use is 300 actual pound use 328. So let's just put the formula again actual quantity times actual price actual quantity is 328,000 times Point six times point six So this is going to be 196,800 dollars. So this is the column one the actual And in the middle what's going to happen is in the middle We're going to have actual quantity, which is 328,000 pound times the standard price, which is 55 pennies And that's equal to 180,400 dollars now all we have to do is compare column one to column two Okay, which is what do we call this we call this the price variance the price variance We already know we paid a little bit more. We know we know we already paid a little bit more. What's the difference between? What's the difference between column one and column two 196,800 minus 180,400 16,400 16,400 and that's unfavorable and we already know this. Okay, we already know this And let me just show you this real quick. This is actual quantity times Standard price if you take those two formulas what you can do you can factor out the actual quantity you can factor out The actual quantity so actual quantity times the difference in the price Standard price minus actual price. Okay, which is point zero five Point zero five times the actual quantity 328,000. So this is basically a short cut to this. Okay, so if you take 328,000 pound times point zero five will give you 16,400. This is the price the usage variance Let's see if we use more or less. Let's first find the difference between the two 180,400 minus 176,000 That's 4,400 that's 4,400 we were supposed to use 320,000 pound. We actually used 328 that's unfavorable Okay, because remember remember that the 55 pennies is constant in this in this so So we we change the other one notice here if we take actual quantity times standard price minus standard quantity times standard price we can factor out the standard price Standard price if we factor out the standard price it's actual quantity minus the standard quantity Okay, so we find the difference in the quantity times the standard price. It's going to give us 4,400 also unfavorable. So let's take a look at the solution This is basically what we are talking about here actual quantity times actual price standard quantity times the standard price An actual quantity times the standard price in the middle the difference is unfavorable and unfavorable for both the price difference is unfavorable and the efficiency or the usage Is unfavorable unfavorable Now let's take a look at the labor the labor cost The labor cost is 0.05 per frame times 20. It's going to cost us $1 per frame We produced 80,000 frame it should cost us that's easy $80,000 Actual our work 4,400 Average cost we paid on average $18. Okay, let's do this This is column one the actual actual quantity times actual labor price actual quantity Which is 4,400 hours we spend times we paid actually $18. This is the column one column three The standard quantity we should have you we should have spent 4,000 hour because we produce 4,000 frame And we should have paid $20 per labor time, which is 4,000 times 20 is Is 80,000 so this is column three now what we have to do is is Find the difference between column one in column two and it's going to give me the price variance and the difference between column two And column three. It's going to give me the efficiency variance. So I'm going to have to take actual quantity Times standard labor price actual quantity 4,400 times the standard price Times the standard price, which is $20 That gave me 8,088,000. So if I compare 88,000 to 79,200 I have a favorable variance of two of 8,800 And I should notice I'm it's going to be favorable. Why because I saved two dollar I saved two dollar per Per hour I saved two dollar per hour because I thought I was going to pay 20 I paid 18 Okay, I saved two dollar per hour Okay times They work for me 4,400 hours. Therefore. I saved that much Now once again, let me show you the formula that I showed you earlier. Maybe here. It's clear notice If I take those two formulas Okay, if I take this formula and this formula what I can do I can factor out notice the The actual quantity is a common between the two if I take the actual quantity times The the standard price minus the actual price 20 minus 18 gives me two and the actual quantity was 4,400 4,400 I have a variance of 8,800 and it's favorable. Okay Now let's compare column two to column three I already have column two column three standard quantity times the standard price and I find the difference and it's 8,000 Is it favorable or is it unfavorable? Well, I was supposed to use 4,000 hours to produce those 80,000 frame I I actually incur 4,800 it means the The the variance is unfavorable by 8,000 Once again, let me show you how how another way to look at this formula We have this formula minus this formula If we have this formula minus this formula, what's what's common between the two is standard price So if I take the standard price factor it out times the difference between because we're subtracting those two So I took the actual quantity minus standard quantity and the difference between them is 400 And the standard price is 20. That's going to give me 8,000 that's unfavorable. That's unfavorable Overall, what does that mean? What does that mean? It means when it comes to To the to the labor I got a cheaper labor $2 cheaper, but they were not efficient Again, I I hired I hired cheap labor. So overall my labor is inefficient. I'm sorry. My I saved $800 on my labor But for my usage big mistake big mistake that labor wasn't good. Okay, because my Material my material variance was really bad. So overall My if I take overall variance 20,800 minus which is negative and I saved 800 on the labor I'm still down $20,000 on this project not good at all. But this is this is how you break down the direct material and a direct labor variance Which is a topic you will see in your managerial accounting as well cost accounting as well as on the CPA exam As well on the CMA Exam if you have any questions any comments by all means email me or see me in class If you're studying for your CPA study hard, it's worth it


Yeah, totally. And so I actually just looked back again, at the results of my neurasic testing, just kind of side by side, because they were five for six years apart from each other. And how and in one of them, I was heavily caffeinated. And in one of them, I had no caffeine, because I was like, I want to see what my brain does without. And looking at those numbers, I was just like, I don't see how anyone could look at this and not think I was struggling, like looking at the just the huge variability. And I know from, you know, learning more about it that one of the things they look for in ADHD is like extreme differences in the bell curve between different areas. So having like really, really strong competency in one area.   And then some things your brain is just like, no, thanks, I have no interest in doing that. And I won't and you can't make me. Yeah.


spontaneous human combustion is an actual form of death that's been around since the 17th century. But what exactly is it? We know that it happens. But how or why it happens is a complete mystery. But before we go any further, you know what to do. Hit that subscribe button and give us a like. Special shout out to all of our patrons. If you too would like to help support the channel, there is a link to our patron page down below. Again, thank you so much to Tiffany Monroe, our awesome producer. Tiffany is a Reiki master here in Atlanta, Georgia. If you would like more information on Tiffany's services, her email address is also in the description box below. Welcome to Esso Terrick Atlanta. My name is Bryce and today on Mystery Monday, we're going to be talking about the Christmas spontaneous combustion of Matilda Rumi. This mystery dates back to Christmas Eve of 1885. Matilda and her husband, Patrick, lived in the small farming town of Seneca, Illinois. Now, Matilda and her husband, Patrick, were an elderly couple in 1885 and rumor has it that they liked their whiskey. I don't really blame them.  And because they were elderly, they had to rely on the help of farm hands to keep their farm running. Again, if you're elderly and you're wealthy enough to employ farm hands to keep your farm going, why not partake in whiskey? Now, on the night of Christmas Eve of 1885, Matilda and her husband, Patrick, were having some Christmas drinks with their farm hand, John Larson, who also lived with them in the house, as well as their son, who also had the name John. Now, their son, John, was, again, he was grown. He did not live on the farm.  Well, John Larson, the farm hand, woke on Christmas morning and there was a strange smell, a strange odor in the house. He went down into the kitchen to find ashes of Matilda right there where he had left her. In fact, the only thing that appeared to be remaining of Matilda were her feet still in her shoes. A fun further investigation, Patrick, her husband, was in his bedroom suffocated because of the smoke of Matilda's body. Well, of course, horrified by what he has seen, John Larson ran out of the house to a neighbor's house to call for help. When help arrived, they were to able to find some remains left of Matilda, including her skull and some vertebra, a part of her right femur, and of course, her feet, again, still in her shoes. Now, from the get-go, they suspected that the death of Matilda and her husband, Patrick, was possibly murder. And their only two suspects was that of John Larson, the farm hand and of their son, John. It seems that their son, John, would have inherited a lot of wealth upon his parents' death. And I guess the only motive for John Larson to make him a suspect was the fact that he was the only other person in the house when this crazy incident happened. Maybe the son, John, put John Larson up to it. I don't know. I wasn't there. But John Larson was quickly taken off as a suspect when they found the outline of his body from his bed, confirming that John Larson had not gotten up at all during the night. Now, I kind of find this kind of funny. Maybe our beds are different now in 2020, but I don't think there's ever an outline on my bed when I get up in the morning. And not only that, two weeks after Matilda and Patrick passed away, John Larson also passed away from a lung condition. The same thing that had killed Patrick, all that soot and ash he had breathed in in the house took him out two weeks later. And then apparently their son, John had an alibi that checked out. He was at his home. He was seen at his home. He did not murder his parents. So the coroner rolled that Matilda had died of spontaneous human combustion while her husband and John Larson had technically died of the same thing, breathing in the smoke. And I think most people can accept that this was just something that happened. Matilda spontaneously combusted. The only thing is we're not quite sure how that happens. We know that most people who spontaneously combust are typically overweight and are alcoholics and are mostly female. Now at the time of Matilda's death, she was about 160 pounds. I don't know how tall she was, but 160 pounds, if she's an average size woman, it would be slightly overweight. And we do know that Matilda and her husband again were fond of whiskey. Now again, like I said, for a long time, scientists just assumed that alcohol had a lot to do with spontaneous combustion, except now in our modern times, we know that a human being cannot drink enough alcohol needed to ignite a fire.  The only problem with that theory, however, is that when someone spontaneously combust, it's just their body that combust. Nothing around them catches fire. You would think that if somebody burnt themselves on a cigarette or a candle or a match that the fire would spread all over the house or the property, but it doesn't. It just like combust their body into ashes. In fact, 160 pound Matilda turned into 12 pounds of ash. So what causes someone to spontaneously combust? Is there something inside of their body that creates enough friction to cause an explosion of their organs? Why is it that it's just the body that contains this combustion or fire and it doesn't spread anywhere else? Obviously there's smoke because Patrick died of smoke inhalation. And of course, two weeks later, John Larson died of the same thing. But why doesn't anything else become affected by this phenomenon? This, my friends, is the mystery. Unfortunately, it's very sad that this happened on Christmas. And hopefully all of you will have a wonderful Christmas at the end of the week. But I would love to hear your thoughts on this. Have you heard of somebody spontaneously combusting? What do you know about this? Because oh my gosh, what a way to go, right? Leave your comments in the comments section below. I hope you guys have a wonderful Monday. Happy Winter Solstice. I hope you all get to go out and see this star of Bethlehem that we're supposed to get today. Thank you again to Josh McKay for doing our music. If you would like to purchase our opening song, there's a link to it down below. And as always, thank you to Todd Roderick for helping me put this video on the computer for all of you to see. I hope you guys have a wonderful day and I will talk to you later. Bye.