Welcome to Jalassette News, the top stories in cryptocurrency Jalassettes, and bring them down to bite-sized pieces today. It's a pretty fascinating stuff. First up, Novogratz is shocked by how many institutions are now lining up to try and get Bitcoin. Really, if you've been in the space for any length of time, you will know that there's really no shocker to it, and it's everything just going to really be inevitable. Also, as Biden preps a three trillion dollar stimulus, Bitcoin could be set to erupt. So the real question is, when is this going to happen? And can we really just print to infinity? And how good of news is this actually for Bitcoin and cryptocurrency in general? And then lastly, I want to take a look at how to purchase Voyager for those of you who live in New York or any other place outside the United States globally using Uniswap. We're going to take a look at what is going on with those fees. All right, so we'll go over all that, but first let's take a look at what's going on the market. So today it is 1pm, January 10th on Sunday. Nice brisk day here in El Paso, Texas. Anything below 60 degrees, I am not a fan of, but here we are. So this is what we have that is going on in the market. So we've got Bitcoin, which hit around $40,000, which was pretty good, but now we are scraping the bottom of the barrel at $38,000, which can you imagine like two months ago, if you would have said, yeah, it's going to be about $40,000 in a couple weeks or just a month ago. People are like, nah, that's insane. And the only one that really predicted that pretty well, and there's been a number of people, but I know Alex Mashinsky, I think he was off by like a hundred bucks. And then Max Kaiser, I think was around 26, 27. So good for those guys. I didn't see that one coming. I thought it would still be $20,000 and we would kind of scrape along slowly and tell around maybe February, March, but hey, here we are. I'll take it. Anyhow, ETH is the big winner, 5%, $1,300. And we've almost hit one of the all times highs of like around 1440. So I'll take it. Yeah, Tether, nobody cares unless you're an auditor, XRP down a percentage, but hey, still at 32 cents. I've heard a lot of good things lately as far as XRP and why they think they're going to win this SEC lawsuit. I sure hope they do because if you follow me on Twitter, I sent out a tweet and I said, I don't care what you say about Ripple the company, whatever they did, sure, I don't care. Well, I do care, but I don't care about this particular instance. XRP, if you've ever used it, it is the fastest thing out there. The transaction fees are next to nothing and it just works. And that's what everybody wants. It just works. So when I'm trying to transfer things around for different sites or Uniswap, and I've got to use Ethereum gas fees, it's ridiculous. Take a look at my, there was a tutorial that I did with shapeshift and I couldn't even complete the transaction because the rates were just two through the roof. And as Ethereum 2.0 goes over to staking, hopefully those fees can get eliminated because if that could happen, then it's off of the races and Ethereum will do great. Now, if they don't, then they're going to have problems, but that's why the whole upgrade is there. All right. So then we got Litecoin down about a percentage. Bitcoin Cash, 18%. And I always knew that Bitcoin Cash would do well. I said no when because they are part of the four horsemen. And those four horsemen, you've got Bitcoin, Ethereum, Bitcoin Cash, and Litecoin. So these are for PayPal. So if you have these four and they are on PayPal, which has access to hundreds of millions of people and people looking like, well, I can't afford 40,000 for Bitcoin, but Bitcoin Cash, I don't know what that is, but I'm going to use that. And that's what people are doing. And then the next one, of course, was Litecoin and that one had a big bump. So let's see. Polkadot, Chainlink. I think it's down a little bit. Let's see what else. Hey, what does that? Here's these. BSV, nothing really fantastic, nothing too awesome. That's it. So what I like to do is always take, we're going to take a look at what if you just would invest into Bitcoin, because that's what we have to compare ourselves. Wouldn't it just be easier just to invest in Bitcoin? Well, here's what you know. So if you invest in Ethereum, you're up 12%. Congratulations, you're doing a great job. 40% for the week and even more so, I think overall, 10 or whatever. XRP, you're at 4.7. Actually, around the globe, you're doing pretty good. Bitcoin Cash, 25%, 5%, 0.5. Everything's pretty much up. So these are one of those days. It just goes to show you that when Bitcoin goes up, then pretty much the all state can hit. And then when Bitcoin becomes stagnant or starts to dip a little bit, things flow into all coins. And that's just, that's how it has always been. I don't know if that's how it will always be. And that is why we're going to talk about this next article. So Mike Novogratz, financial genius, some will say, but he is the owner of Galaxy Digital and has been in cryptocurrency for quite some time. So I like to hear what people have to say that are actually in these inner circles. And with Mike here saying, look, I've never realized how many institutions are lining up. You could take a look at this as like, well, this is just a guy who of course wants Bitcoin to do very well because he's invested heavily into it. Or you could say, hey, maybe this is exactly what he knows and this is what smart money is doing. I will let you be the judge of that. So what is this article about? Well, the author asked Novogratz if Bitcoin would still act as a safe haven and asset if the current speculative bubble bursts. Novogratz replied this and this was, what he says here makes a lot of sense because you have to understand as more institutions come in, that means that it's institutional, traditional market money. And what is 100% liquid all the time? Cryptocurrency is the last asset markets. The other markets, they shut down. Cryptocurrency never does shut down. So when people say, ah, there's a decoupling, yeah, kind of, but not really, because as more institutions come in, they put more money into it. At some point, they'll be like, and especially if the stock market starts to go down the tubes, like people are predicting at some point, but they predict never ever. So if that keeps happening, you have to understand these traditional market players that are just like the hedge funds, the ones that are just like institutional investors, not like the big guys like Micro strategy, but all the ones that are getting in, they're going to start selling. And they're going to start selling in mass because they need to cover some losses. And this is exactly what Mike talks about. He says, if the speculative bubble bursts, Bitcoin will go down for a while. There's just too much correlation between people with risk assets. If you've made a ton of money here and you're losing a ton of money here, at one point, you're going to take some profits where you've made money. And so if the S&P was down 20% in the next three days, Bitcoin will be lower, not higher. So I know people think, oh, no, you know, it's a great asset, and it's Schmuck insurance like Schmoth, Pala Hepatia says, that's true. But you have to understand that people will still not see it that way. And I was actually talking to Alex, Alex Masioli, over the Alex Masioli, and he's the head of institutional service at Bequant. He talks with billion dollar hedge funds all day, every day. And what he told me made me realize that there aren't as many steady hands as you would like to think out there. And I will let him explain it in his next video. I don't want to take the thunder, but it made me really start to be a little bit more pessimistic at what's going on. Now, I'm not saying that Bitcoin's not going to be great and the cryptocurrency is going to be great in two, three, five, 10, 20 years. That's what I'm saying. I'm saying in the near term, expect major volatility. And that's just the way it is. And especially with what he told me about his institutional players, I got to tell you these, the more that I get into it and people talk about smart money, it's not smart money. There's a bunch of gamblers. That's really what it comes down to. Anyhow, he said it's Bitcoin below or not higher, but there's an adoptional cycle going on with institutions wanting to buy this because it's really hard to see a way out for the central banks of our governments. It's really hard to see a way out for this giant deficit. And there was a little snippet piece of information where it took a look at all the money that's been printed in the U.S. And over the past nine months, it's like something like 40% or 60, something crazy has been printed in the last year, roughly, of all the money. So if you're going to print that much money, the value of the dollar goes down. I think people are sick and tired of that happening. And that is why it's going to push them into crypto and digital assets. The problem is the people with the most amount of money are the ones that are buying in. And those guys, those suckers are the ones that are going to be playing the market for a long time. And I know there's a lot of things that are going to come out of the pipe, especially with Ethereum. I was listening to Guy's channel over there, Coin Bureau, if you don't know him, check him out. He's great. And he was talking about the reason why Ethereum would really push up. And he made a lot of great points. But one of the points he talks about was that there's going to be Ethereum futures through CME. And that's going to come up in February. And he was excited about it. And I was frightened, quite honestly, because if you remember back in 2017, when Bitcoin got added to the CME, what happened? Well, it went right to the toilet.  Every year, it's that same thing since 2012. So whether that be for that or something else, that when you get into futures markets and the CMEs and all the things that are playing around, all the options market, to me, it just never seems like it's going to do great. Now, I could be wrong. I hope I'm wrong. But that is where we're at. But again, deficits, this could play a big part. And we're going to talk about Biden in a second. So he does say, I do think Bitcoin is going to stay correlated to risk assets in the short run, but that correlation breaks down over time. It's shocking to me how many institutions are now lining up to get into the Bitcoin portfolio. So here's the thing. I mean, we've seen this all day long, right? We see the micro strategies. We see the mass mutuals. We see the Paul Tudor Jones. We see everybody coming in. And we think, this is fantastic. There's no way that this can actually go down. And this one's totally different. And maybe everybody's right.  I don't trust everybody. I don't trust everybody when everything's going in one direction. Are you trying to screw me over? Are things really... Sometimes I just don't think that everything is just sugarland and rainbows and magical gumdrops. I always have to be a little bit cautious because not just from what happened in 2017, you have to understand that. I mean, I've made businesses I've done pretty decent, we'll say, but I've also had some big failures. I've learned from those failures. And one of those things that I've learned is to be cautious and to minimize what is going on around you as far as volatility and to minimize risk. Anyhow, that's just what I have for that. Let me know what you think in the comments section. And let's move on to our next little piece here, which is Joe Biden. So Joe Biden is coming into the office. Looks like he just got certified after that big riot that just went on. Anyone want to talk about that? Sucked. As Biden preps, 3 trillion stimulus Bitcoin could be set to erupt. And if you remember when the last stimulus package came out, it was $1,200 for every American. And then wherever you're at in the world, I think different parts of the world have different stimulus packages from what I hear from different governments. But here in the States, we got $1,200 for everybody. And there was a little report from Coinbase that put out that as soon as that $1,200 stimulus check came out, they had a huge spike up of $1,200 deposits for cryptocurrency.  So I'm going to put it into something that does appreciate, which will be, there's no way I'm supposed to come to currency. Same thing I say all the time. So what is going on here? Well, Joe Biden has asked Congress to provide Americans with 2,000 stimulus payments to help offset the economic devastation of COVID-19. I don't know if you've heard of that. It seems to be a big thing. The incoming president has also proposed a $3 trillion tax and infrastructure package as part of his Build Back Better program. I've got friends that work in construction industry, also work for TextDOT, Department of Transportation. And I can tell you right now, there's a lot of crumbling going on in this country, not just the way it is. So if they want to do infrastructure, great, because we could use it. He states, economic research confirms that with conditions like the crisis today, especially with such low interest rates, taking immediate action, even with deficit financing, is going to help the economy. And I think this is all true. And then it goes over to some other stuff, balance sheets, boring. But you have to understand, the more that is printed, the better it is for Bitcoin. It's not really good for the country. It's not good for the future economy. It's not good for people who are elderly or the baby boomers or things like that, because they're leveraging their future for all the different money that's going to come into their pocket. It is and always has been good for assets like a store of value, like a gold, like a silver. Oh, and also before I forget, I need to put up the package right here or the snippet. Bitcoin is half the entire market value of silver, half, half of silver, just like that is not amazing. And also it's also been increasing into gold. So I don't want to get into that too much. I own gold, silver and Bitcoin. I own a hell of a lot more Bitcoin because there's a major upside. So when you see these types of things where there's money printed, money printed, money printed, with what's going on in the news with the big companies that are getting in, don't you think people will get into, if they have an option between gold and silver and Bitcoin and Ethereum or something else, maybe, just maybe, they might pick an asset that actually appreciates wildly. But that's up for you to decide. I think gold still has, it's not as volatile, not near as volatile, but Bitcoin has a greater upside. So let me just think of the comment section and I think it's going to be a dynamic year. Let's finish up with little tutorials. So Uniswap.org. Fantastic site, right? Fantastic. I wish I ran a Cardano because then the fees wouldn't be so god-awful high. But here we are. So we had just talked about the Voyager token. I've been talking a lot about that, especially since I did my price prediction. And let me look it up real quick. It actually slipped. It actually was a couple of weeks ago. It was around 284 on CoinGecko or on the market cap. And then it reached as high as 103 in two weeks. That's a pretty good, pretty good increase. I'm not one to like make a lot of predictions like, oh, this market, small caca jams could be fantastic. I just don't do that. Like I said, I invest in the people and I will invest into the CEO of Voyager, Steve Urlich. I will invest into Charles Hoskinson. I will invest into Alex Machinsky from Celsius because I believe in those guys. And the same thing with Voyager. So now it's taking a little bit of a dip. It's at 134, which, I mean, still, I mean, one from 284 to 134. Not too shabby. So let me just come down here and let's do like a week. That's a nice look. That's a nice looking chart. Not a chartologist. I'm not a TA guy, but I know what I like. And here we are. So we're kind of retracing, but a lot of people are asking me like, and this is, to me, this is a great time to buy. Adela cost average. There are four tokens right now that I dollar cost average in every single day.  So I had to stop and also Voyager because I can get on the Voyager app. So people are asking me like, well, hey, Rob, I went to Voyager and I typed in, I went to Voyager, I went to Uniswap and I typed in Voyager and it's not there. So what the heck?  Something. All right.  And then you just do your magic and do this and then you can get Voyager. So that is a big thing. This is also how I get Celsius and then Uniswap is how I get Theta. And if you want to know the tutorials on how to do that, just go to Danteachescrypto.com. The link is in the description. Super simple. And I'll show you that. The problem with Uniswap right now, you know what? Let's just do something real quick. I'm going to take 0.1. I'm going to get this much. Price impact 1.96. I wonder if I can, I wonder if I can click on this and see what the actual, let's see. I'm going to confirm a swap and let's see what the gas price is. Wow. Well, not too bad. I don't know if you can see this. Oh, you can't see that on my screen because it hasn't come up. But the gas fee, I'm going to take a screenshot. So you can see it later. Gas fee is $16. So at $123, I'm going to reject this. It's going to be $16. That's kind of high. I'm not going to do that. So again, if Darren gets the gas fees down, I'll do something, but as of right now, forget it. Anyhow, that's it for today. So thanks for watching. I really appreciate it. If you like these types of videos and you too much going to pop up on your left and right, I'm not sure for sure, but YouTube do their magic and that is all. So thanks a lot. Hope you have a great day. See you on the next one.


This is May the 16th, we are in the red room of the presidential suite on the 8th floor of the library and the person being under the gun today is Elspeth Rostow. Elspeth, your association with President Johnson goes back a good many years but why don't you let's start talking about when you first encountered him and how and what take it from there. I certainly saw him during the Kennedy inaugural but always in a large group and I never had any sense of knowing him as a human being but during the Kennedy years I remember going out to the vice president's house and the first thing that startled me was my initial sight of a barren of beef. I had never seen I guess the rear end of a steer before on a dining room table and I was optimistic as someone who likes rare beef only to discover that it was well done beyond inability. I was told by someone not the president not vice president but by someone that if I had been a Texan I would never have eaten beef rare and this advice has remained in my mind if not in my mouth these many years. That was the first time I talked to the vice president then met Mrs. Johnson and saw the Elms a pleasant but not overwhelming house. The next time was much closer it was a dinner at Joe Alsop's and the guest of honor was of course the vice president still Kennedy years. It must have been summer because under Johnson was wearing a startlingly white dinner jacket. I have to add that protocol under Kennedy forbade white dinner jackets.  I think the memory was simply that this was Eisenhower image this was suburbia this was not chic so they with all the other men Kennedy style garb Lyndon Johnson not only towered physically but he shone brightly. It turned out that he was seated on Joe's right I was seated on Lyndon Johnson's right and you can fix it in time though I haven't checked because it was maybe the day at least the period when Deke Slayton had been washed out of the astronaut program because of a bad heart and LBJ thought this was most unfair and he he said that just because you've had a heart attack or had whatever trouble Slayton had shouldn't have disqualified him for big astronaut activities and to follow it up he to the eager interest of Joe who was following this closely said you know I've had a bad heart attack and of course we all remember that from the 50s but he had his electrocardiogram in his dinner jacket and he put his hand in and took out this small electrocardiogram and showed it to Joe who looking beyond him to me he didn't exactly wink but it was a static wink and he examined and said very interesting very interesting gave it back well we had other subjects that evening and it was a time when I had a sense that not only did I not understand Texas beef but I didn't really understand Texans I enjoyed the evening but I had a feeling that this was not a world in which I would find myself comfortable so the remarkable thing is that many years later I became politically socialized at least semi-socialized as a Texan and I've enjoyed now over 30 years here but those are the only memories that I have before Dallas you changed your ideas about beef no and during the the years that your husband Walt was in the State Department did you did you have a much reason to be in contact with President Mr. Johnson then yes from the time well Walt went to State Department in I think December of 61 and stayed there until 67 so it was a long time but after after President Kennedy was killed there were many occasions where I would be invited to women's activities in the White House there was a program you probably know what it was called something like women doers and I attended those I don't remember the dates but of course while Walt was in State I saw less people around the White House than I had both before and and after then came the time when he was called back in to succeed Mac Bundy right from that time on your lives were pretty much intricately woven with the Johnson's there had been rumors that Walt was going to be appointed there was a room with it I think that he was going to be there was it Bob Kittner anyway I had the impression maybe generated by the media that President Johnson didn't like he liked surprises when he made them but he didn't like leaks ahead of time so there was some media discussion of his impending appointment of Rostow and maybe Bob I don't know and President Johnson was said to be very unhappy about this we were out one night at a Japanese restaurant with English friends and a call the White House had tracked us down it was a restaurant was named the Osaka and I thought of this in retrospect is the night of the Osaka it was long before there were well the Osaka was not a restaurant where they could bring you telephones it was a fairly simple place and the only place where Walt could take a call from the president was by the cashier and LBJ was very noisy about a leak and it Walt had not leaked but president wanted to find out all that Walt knew about it and so the our two English guests and I could see from the distance Walt sort of holding the phone away from his ear while the president tore a strip off him it turned out to be the only time he ever did it he never again was the word abusive is wrong was not he never again was critical of Walt in that in that fashion but as we came back from the Osaka we were concluding that hit whatever chance he had of getting max job had had gone up in smoke literally while we were out presumably for an evening of jollity what we want to get into as delicately and but as efficiently as we can is your impressions of president Johnson through the surely the the rather special relationship that you had with him how do you see it more overall the first time I really thought that I liked him very much was out on a I don't remember the name of but it was not the honey fits something any cases on the Potomac big enough vessel it was again good weather and there were various people around first of all in the corridor I saw a group of men not playing poker I could tell that but as far as I could tell they were playing dominoes and I had never seen grown men with dominoes so this fascinated me one of them was Jake Pickles it turned out but I again realized that I had a learning curve that I'd better get on to and I was told that dominoes was a macho thing to do in Texas but the smoke that came out of the room the sight of these men busily playing with tiles that was first thing and then up in the deck I sat near the president who was in good form and funny and he was not at that moment playing dominoes but talking there couldn't have been too many people around and I began to see a warm and witty I use the word witty rather than just funny because he was both and a really very very nice fellow I remember telling love afterwards that I thought I was going to like like him but it was an aquatic experience it was a again the president was wearing very simple clothes appropriate to the occasion shorts and I felt that I was in a different world but that I was going to be comfortable in it it is any any particular part of his any particular episode of his demonstration of his humor occur to you sticks in your mind no it was I think I may be wrong but I think it was hill country stories he was he was talking a bit maybe I had raised the question of dominoes maybe he was the one who explained it but he talked in a warm and a very engaging fashion about a a rural part of this country which I someone from New York City had little had no experience of and he talked about his family later on when we had teenage children who had teenage problems I remember him talking again about how his father when he I think he wrecked a car his father drove him around town said telling everyone this is my boy Lyndon and standing behind him as we had a son who not wrecked a car but and distinguished himself and I liked this I liked the fact that he was always compassionate with same members of his official family who had problems and he just struck me as someone who didn't fit the image of a brutal boss someone who put the put his arm on people and he certainly as far as what was concerned never did he knew that Walt played tennis wanted to play tennis as often as possible but he instructed the White House Board not to bother him if he was out in the court but haven't called back afterwards and sometimes they'd call home in winter what would play and I don't know where I never went there some covered court and he would leave at 6 45 in the morning get into his whites before dawn take his clothes along and change get to the office by I don't know eight sometime but if a call came from White House the instructions were oh he's playing tennis don't bother him so that that kind of consideration his chivalry towards my mother who lived with us at that point who was very old and his almost flirtatious attitude towards her of course she warmed up to him in instinctively he knew how to be chivalrous as well as I'm sure very direct but his he literally apologized several times in my presence for using the word damn and I had heard it before and I was not shocked and I felt really quite comfortable with a fellow who'd use the word damn but the apologies came it's well known that he had a great regard for your judgment and your abilities did he ever you recall any instance of which he asked for your your advice or your participation personally in anything once at Camp David at that long table and I think with Laurel Lodge the late last window acted as a mirror after dark if you were sitting in I was I was on his left he was at the end of a long table and he turned to me and said what do you think President Roosevelt would have done in my situation I assumed that this had something to do with Vietnam but I then began to talk about how fortunate FDR was and coming in at a time when the situation in the country was such that he was given a free reign I said I thought that FDR is good fortune who would normally think that being a president of the Depression and a war was a lucky break but it in terms of presidential activism it was and Roosevelt could push his policies through Roosevelt could act as Dr. New Deal in the Depression as he called himself Dr. win the war during World War two as he called himself and the country accepted this so I talked about how different the world of the late 1960s was in my eyes from the situation that Roosevelt had encountered but I think probably in the end I said that the president took very seriously President Roosevelt that is took very seriously his commitment to fight Hitler and he might have assumed that the Cold War imposed the same kind of imperative on his successor and my hunch was that Roosevelt would have acted much as FDR as LBJ did under very different circumstances when quote the grain of history was not running with him to the extent that it run with the second Roosevelt he often asked me what I was teaching and how I found the students in fact at one point I think there's a picture we have some state dinner where a Middle Eastern guest was present I think it was an Arab and FDR getting my presence jumbled and LBJ turned to his Arab guest and said I'm going to teach a course with Mrs. Rostow when we get to Texas this was of course at the very end and the expression of amazement in the eyes of the guest turned out to be prophetic because of course never materialized but he did he did show it as I think all presidents well I'm not sure all of them but most of them have a sense of sequence have a sense of the other people who've been in that building in that job and well for example once on Air Force One I found him reading a biography of James Buchanan of all people and I asked why why Buchanan who was clearly not one of the outstanding presidents he said well he was he was president at a time when the country was about to get into war and he didn't do anything that helped I he didn't finish the sentence but my hunch was that he was trying to see what kind of mistakes he could avoid in a dissimilar but somehow evocative period a century later. What is your personal assessment of the relationship between the president and Walt? I think he I think LBJ respected Walt for his mind for his willingness to stand up for principal and they seem to get along very well. He often talked to me about how helpful Walt was to him. The most spectacular moment for this came when the day Clark Clifford was sworn in as Secretary of Defense there was a meeting in I guess it was the in the East Room and then a reception afterwards and Walt left to go back to his office and I went down the line and the president was effusive about something that Walt had done and he he kissed me rather moist kiss on my forehead and as I left and went out a man seized me and said I haven't seen you for a long time and kissed me roughly on my chin and that was Bob Kennedy and I went back to teach that afternoon and I wondered whether I should not wash my face for a while but preserve these wet smacks at two different levels of altitude from two quite different human beings but it proves that Bob Kennedy was there at the Clifford swearing in but it also the the enthusiasm with the president talked about what Walt was doing I think was real and he he went out of his way to emphasize it and he I think he was more well to me at least he talked more about Walt's virtues than he did to wall sometimes at the ranch he talked to me about how helpful Walt was and certainly Walt stood by him you you and and Walt were in the White House on the day that president Johnson announced that he was not going to run again yes did that announcement come as a surprise to you go over that your feelings about that time of course had been gossip rumors about Johnson's intent it was a Sunday as I recall it Susan Mary also had been around in the afternoon she was trying to persuade my mother to write another book mother was in her 90s or anyway no she wasn't in her 90s she was in her 80s but mother wasn't at that point energized to write another book and Susan Mary was pushing her in this direction so I didn't have much time to prepare for the evening but went off and I when I saw the president when he went down to give the speech that included the decision not to run again he'd asked Walt and others to check earlier when Harry Truman made a similar statement in 1952 and found that it was at the end of March so Walt was prepared as I was not for this possibility and Walt knew that there had been a part of this I guess it was the State of the Union message which included the statement that Sherman s statement I will not run and etc etc so one half of the family was prepared for this I was the part that was not and seeing the president go off I could see that members the family looked stricken Linda was there Lucy was there I don't remember seeing Mrs. Johnson ahead of time but I must have done so in any case then came we watched on television we were asked if we want to go wherever it was that the taping took place but some of us said no and stayed behind and again there's a picture of Marnie Clifford and me take an I imagine just about the moment the president was saying he was not going to run and we we look in shock not in shock and all just shock and amazement gave way then to a sort of a discussion of what happens now president came back and he was really jolly I can't think of another word for it well he was pumped up he made this big decision and then he started making telephone calls to David Rockefeller I think a call came in from Nelson to other people the Krims were around they of course had known much more about it they'd been there all day and I think it tried to persuade him dissuade him from making the announcement but there was a it was not exactly atmosphere of awake well I've never been to a formal wake so I don't know what the atmosphere is but it had some I'm sure some of the qualities of awake for those who had been a part of the Johnson administration and I remember going home and finding a call from Susan Mary saying why didn't you tell me and my answer was of course that I didn't have anything to tell at that earlier hour as of you you've known President Johnson on two levels a personal level and then as a although involved and attached nonetheless as a scholar and an historian what is your assessment of him as president speaking now not just as a friend but but as a as a scholar he'll get very high marks for his social policies the fact that people who had been highly critical earlier have switched is I think understandable I'm talking about people like John Kenneth Galbraith author Schlesinger even George McGovern who attacking LBJ across the board at first have now decided that he did remarkable things on the plane social policy civil rights 64 voting rights 65 what the the long list the first administration to pass legislation for higher education creation of new bodies the national endowments etc etc he's going to stand people I think probably at least in the short run going to make a distinction a disjunction between Johnson the domestic president and Johnson the figure associated incorrectly by the way but associated almost exclusively in many minds with Vietnam in my own view the president's policy was intermestic this is a horrible word but it puts together international and domestic and I see a great similarity between what LBJ did at home for the other America to use that word that phrase and what he did abroad he really was concerned with human human beings with values and with protection of vulnerable cohorts whether they were children elderly and people in developing countries who had no way to solve their problems on their own so I see the Johnson who held the line as he often called it in Vietnam as being the same kind of president that fought for civil rights and that even went against his old friend Dick Russell to push the 1964 act through he of course was aided by the guilt reaction after Kennedy's death but it wasn't strictly guilt it was a good deal LBJ's powerful presence that got us that landmark decision and perhaps even more important voting rights act the next year so the assessment it bound to change revisionism is the stuff of presidential history about half a century ago suddenly historians decided that James K. Polk was a great president no one had thought that and they began to find virtue in Polk Harry Truman leaving office with abysmal approval rating suddenly became sainted sanctified not just David McCullough but a general sense that this little man had stood strong and tall at a time when he was needed so revisionism will occur with LBJ it's already occurring and the switch that you see in terms of domestic policy I think is a preamble to a a new view of the whole Johnson period with an effort to stem the tide in Asia from a possible communist takeover during the Cold War and what he was trying to do at home he was he remembered his own past and he was he was frightened by the possibility of China entering the war in the Pacific so what he did was to limit the so-called terms of engagement which dictated how we fought the Vietnam War dictated the fact that you couldn't do certain things in respect to the Ho Chi Minh trails that General Westmoreland and others wanted to have done and he I'm sure and I'm not sure I think overestimated the possibility of a Chinese entry he saw a parallel between China entering Korea and China acting as it might do in Vietnam and after all he was his ideas and foreign policy were not formulated during the Korean War but they were fixed I think so a false parallel in his mind I believe was the Chinese situation in 1950 and the Chinese and the Korean situation and the Chinese situation in respect to Vietnam in the 60s I can understand it but I I regret it and as for Westmoreland's reaction to this in in this library he said that he felt that he'd been forced to fight in Vietnam with his hands tied behind his back by which he meant that the terms of engagement did not permit him to conduct the kind of war that might have won if winning had been possible and he felt that it might wall happened to agree with Westmoreland disagree with the president president knew this and Walt's view was I'm not elected president it's his call not mine but he he very much regretted the way the the conduct of the war developed just because in the same argument that Westy put forward later on James how are we doing you need to change this would be a good time because I want to ask a question I was gonna involve a little discussion


Motivating students in an ESL classroom Motivation is a crucial part of learning and it has grave importance especially in an ESL classroom Language teachers should be aware of their role in motivating their students and take responsibility while teaching Students tend to get easily demotivated while they are learning a new language since it involves making many mistakes and devoting a lot of time and effort Teachers should help their students to keep their motivation level high There are three main steps for motivating learners Teachers should start with setting attainable goals, blend their needs and interests while teaching and acknowledge their accomplishments Challenging goals Setting goals is important for learners since they decide where they want to see themselves in the future and this raises their motivation However, learners are very likely to set unreachable goals and failing to reach those goals demotivates them Thus teachers need to lead their students for setting attainable goals To help the learners set attainable goals, teachers should assess the readiness and the needs of the students by observing them or by using assessment tools Later, teachers should compare their findings with the goals students have set for themselves If the goals they have set are unreachable, teachers should discuss the learning process with those students and reach of common ground with them There might be situations where some students set easily achievable goals that would not challenge them enough In those cases, teachers should lead those students to set more challenging goals Inclusive lesson planning Teachers plan their lessons or units according to their needs of their students However, the interests of the students should be also a part of their learning process to keep their motivation level high Teachers should observe their students and give them freedom of choice while learning Being able to choose what and how they learn makes them take responsibility for their own learning and this motivates them to learn Teachers can let the students decide on the method they will learn, the resources they will use and how they demonstrate what they have learned If the students have the option to build their own path of learning, they will construct it according to their individual interest thus they motivate it along the way Giving a feedback Teachers should provide sufficient feedback to the students to acknowledge their accomplishments After every assessment, assignment, project, and presentation or even after a simple discussion Teachers should provide constructive feedback on the goals that they have achieved, the things they did correctly and what they should work on Teachers should also create chances of producing language with project-based assignments for the students to see how they acquired language and how they are able to use it in a meaningful context Are you ready to teach English abroad? Students can learn better when they are motivated and they need their teachers' help with keeping their motivation level high Learners need the guidance of the teachers since learning, especially learning a new language can be easily demotivating Teachers can keep the motivation level of their students high by setting goals that they can achieve Keeping the interests of the students in mind while planning their lesson and letting the students be aware of their achievements Speak with an ITTT advisor today to put together your personal plan for teaching English abroad Send us an email or call us toll-free at 1-800-490-0531 to speak with an ITTT advisor today


Hello everybody and welcome to another OpenShift Commons gathering. This time we have a new member to the OpenShift Commons, CollabNet, but they're longtime folks that I've loved working with in the past, so I'm really looking forward to hearing the update today on everything they're doing in the DevOps space. We have with us Eric Robertson and Franco Albaster from CollabNet. I'm going to let them introduce themselves and we'll have Q&A in the chat and then after the presentation and demonstration is done, we'll have some live Q&A. So without any further ado, please. Eric, take it away. Great, great. Thanks Diane. So my name is Eric Robertson. I lead the DevOps business unit here at CollabNet and I'm joined with two colleagues. I'm Don Freeman and Franco Albaster. Franco, do you want to start off and introduce yourself? Sure. I'm Franco. I'm doing a lot of fun things over here, especially with the DevOps architecture and integrating OpenShift to the products that we offer to add instant value and visibility. Great. Don? Hello, my name is Don Freeman. I'm one of the product architects in development on the DevOps product line. Thank you. Thanks, thanks. So what I like to do is start off with a company overview and then it's a couple of topics I'm going to talk about before we introduce the solution. I really want to hit home on the importance on what I'm seeing and customers are telling me, the importance of accelerating this concept of DevOps idea to delivery pipeline. Why is that important? Why is it important to remove bottlenecks and to really move that idea to delivery pipeline to realization? Next, I'll talk about a concept that customers are using and industry is starting to use as far as to be able to measure that. This is the concept of lean value streams, basically be able to measure your tool chain to provide visibility. And we're going to do this through, talk about how this is enabled through the combination of Red Hat OpenShift with the CloudNet DevOps Lifecycle Management product. And then that we're going to showcase through a walkthrough and demo. And then we'll have a summary and then we'll have some follow up questions. Okay, so CloudNet at a glance. So CloudNet's been around for founded in 1999. I'm a file headquarters in South San Francisco. We've been the leader in the application life cycle management agile DevOps and collaborative solutions. Many of you may know us from Subversion and we were one of the first open source on virtual control solutions out there in the market. We have over 10,000 customers. And we have over 250 employees across the globe. And of course we're a Red Hat technology partner. So I'd really like to talk about what is our definition around the DevOps. You know, everybody has their definition. And I kind of start off with the CAMS, the CAMS Definition. Which is the acronym describing the core values of the DevOps movement. Many of you remember it was coined by David Edwards, Willis at the DevOps days, Mountain View back in 2010. Some of you may be lucky enough to be able to witness that. But it really is around the culture automation measurement and sharing. And Lean was brought in a little bit later by Jeff. And what's key here is a lot of folks have already started down the path of the culture aspect which is really around, you know, breaking down these barriers with the team and how to reduce waste among the teams and the processes among those teams. And from there automation became perhaps the most visible aspect of the DevOps. And many people use that to focus on projectivity gains. And it's one of the main drivers to our DevOps. But automation wasn't really just used to save time, but it was also more for corrective actions and things of that nature prevent defects and enable self-service. And OpenShift, as you know, has become very key component in there providing automation and streamlining, especially developing and deploying container-based applications. Measurement is one I really want to focus on because I think that's one now that customers are really starting to look at and really starting to identify. And measurement is really around how can I have continuous improvement without the ability to measure that improvement, right? How do I know if that automation task is really worthwhile, right? So it's about how can I collect this information, collect this data, and be able to take action on it. Sharing is a piece where it's also kind of core. Now, a lot of people see this as sharing of forest, kind of extension of culture, sibling needs, finding people with sibling needs across the organization, being able to capture these best practices. And what I want to talk about is how we're able to capture these best practices, but in context of your process, in context of your tools from improvement. And it's all part of tying into that measurement enablement, okay? So the first piece of this is a sellering the DevOps idea to the delivery pipeline. And to be very simplistic, it's really about how do I get these ideas, which come from lines of business, it comes from individuals, but how do I get this into production and get this delivered to the customer quickly, right? And this is this idea to delivery pipeline. In other words, how do I quickly remove the bottleneck so that idea can be realized by the customer? Because as soon as it's realized by the customer, that's where the value comes in, right? And also a key part of this is I want to be able to get feedback. So I've got to optimize the process, not just feedback from a customer, but feedback throughout my process, my delivery idea delivery pipeline. Because if I could get feedback, I could remove bottlenecks, I could take action immediately on that. It's kind of similar to how if I wanted to get from location A to location B, I have Google Maps, and Google Maps can map that out for me, and now our newer technologies now, you can have a car and I'll like to drive it, right? But what happens when I have roadblocks in there, right? If I know about those ahead of time, I could alternate my destination path there, where I'm able to still reach my destination based upon the time that I have set, right? And optimize that delivery. And so this is constantly being able to provide this feedback across this idea to delivery pipeline to continuously improve the application delivered, the environment serving deploy, and the overall application environment to delivery process. So why is this such a challenge? Where if you look at your idea to delivery pipeline, it could be a lot of steps, right? If I look at it just at a high level, I got planning, coding, building, release deploy, got monitoring and operations piece, typically monitoring operations piece was kind of not in the developer planning world, didn't really care too much about it. But in our new DevOps world, I do need to care. It's part of my value, this value stream that we're talking about here, right? It's all about how do I get that requirement and those requirements quickly into the hands of those features, into the hands of the customers, and provide that feedback overall. Now part of this process is what makes this a little bit challenging is for each one of these steps that I have that I see here, I can have multiple tools involved, right? And driving that process and capturing that information. And so for us, it's really about how do I give visibility from that planning to ops overall, right? So as you know, there's many tools in my tool chain here and these tools are all generating their own events, their own information across this life cycle here, right? Now typically, if you wanted to understand, let's say, what's going on in planning, how does that relate to development, how does it relate to build, release and the rest of this, I'm pulling log files or information individually from these tools. What's nice about the Red Hat OpenShift is Red Hat OpenShift starts bringing this platform where I'm tying in pieces of my development tools, build tools, release and deployment capability, especially around containers, right? And are collecting events, organizing events in such a way where I can optimize my process very quickly, especially utilizing the source to image technology very quickly, thank you to my repository for getting this application out and deploying. What's key here is I have other tools that are part of my process that may sit outside of the OpenShift route, right? But it's key piece as part of my value stream. So it's very important for me to be able to connect holistically all my tools together in context with the OpenShift platform as well. Once I'm able to get this data, I'm now essentially monitoring my entire tool chain for planning through operations. And now what I could do is I could start executing rules on this and do alerting and take actions on this. So if I'm going down this chain I could quickly understand what's happening and make corrective actions immediately and the last piece is the reporting aspects of that and understanding my entire pipeline, what is my status, how is it looking, and what are the potential bottlenecks that I need to start identifying or looking at and inhibiting me from from releasing this application. So one is tool chain integration, automation, event collection, two that continuous monitoring piece, and the three is the reporting aspect, okay? So this drilled down a little bit in depth here. So let's say I have a tool chain here, I got multiple tool chains, and I got one that is utilizing this set of tool chains, the first one that you see here, and I got a second one that's utilizing a tool chain. I may be leveraging tools that may be hosted within Overshift, or it may exist outside of Overshift, but I have the connection to it. That's part of that coding all the way to that monitoring type of process here, but what we allow you to do is those projects and those applications that you have within with Overshift will allow you to group them together into value streams, right? So for example we have PetStore and PetStore may have applications, sub-applic multiple applications that are, or may even contain multiple projects within Overshift that allow me to tie that together, but what's nice is I'm tying in and I'm bringing in external tools into the mix as well, right? Like my planning tools up top, like my JIRA, and let's say my operational tools, maybe some chat-up tools, maybe ServiceNow, I can now start bringing them into the picture and start measuring information like plan to deploy, cycles to resolve, deployment frequency, and I can start comparing this. One of the other interesting things is I may have a value stream or this tool chain here that may totally exist out of Overshift, and let's say that it's utilizing some legacy type of tools for doing deployment things of that nature or maybe some manual type of activity. And then I have a very similar tool chain but it's utilizing the Overshift. I can now start measuring and you can start seeing how efficient that, or how more efficient actually the Red Hat, a tool chain based on the Red Hat platform, is actually performing better and it's actually more efficient, which is incredible because now you actually have data to showcase to your organization, to folks to say we need to put more investment toward this platform because we're seeing the returns here, right? Then the measurements here. So that's what's nice. So what we do is we bring and collect that across, as you can see from this orange is DLM, brings in your your planning, all the way to operations, including your Red Hat platform tools well. So once you're able to do that, what's nice here is that I can have a dashboard at a high level that shows my planning all the way to my operations in a current state here, right? So immediately I can start getting alerts as far as you know, Overshift just to successfully deploy. We had, look like we had a little issue with Kubernetes. We could do a corrective action there that you'll see in the demo, how we do that to immediately remediate that. And I'm also getting also information across my value stream that may not have a dependency on Overshift like an SAP era that occurred, but it's key for driving a SAP Combo container-based type of application that I'm running within my organization. Another key piece here is the rules. So what's nice here is that I can have rules based of events to drive alerts, right? So I can have alerts that say hey I want to know when I use a story as block, right? If I have one build failure, no, that's not really too interesting, but if I'm multiple ones, I probably want to be alert to find out what's going on here, right? And understand better. I mentioned remediation type procedures or runbooks, right? We're going to showcase that. I may want to open up a service test ticket. I may want to notify me of chats of any of the conditions of the rules I set, right? And I may want to know, like for example, if I get a security alert, a security check, I want to, I want to escalate it, and I want to know about that, right? In context of my process. Well, right? So I could set, based upon these events, I could set these rules. And this is where the knowledge sharing comes into play, because now I could start collecting best practices that I could use across my tool chains and fire streams. Wow. The other key piece of this is the metrics. Now that I'm collecting this data, I can now start having holistic type of KPI, like meantime to resolution, right? Across, because I'm now getting data from my planning and I'm getting data from my deployment, like for membership, and I'm getting data from like my ticketing system. So I could start having holistic type of reports and views across my entire organization. Dev cycles to resolution. I could even start looking at costs, bringing in cost metrics. If I really want to understand the value of how much this feature that I'm working on, how much it actually costs me, how much rework is actually costing me as well. Information I can now have visibility into across that. So what I want to do is I want to turn that over to Don, and what he's going to do is he's going to do a walkthrough. What I want to highlight and show in there is we're going to talk about how we have the Red Hat platform here and then I'm sure you're all familiar with this architecture here. And what we want to talk about is how we're able to link in and bring in, let's say, your planning type tools, right? And link into that lifecycle for lifecycle automation. And then you're maybe linking in some other third-party integration tools that may already be tied in to Opus Chef, but maybe external ones that are not, but we're still able to give you visibility into it. And then also linking into your container management. So extending the great monitoring that you already have within Red Hat, within the Opus Chef platform, extending it out to external type tools and bringing that information in as well. This is all about, again, quickly driving that idea to delivery pipeline through visibility and through action. So with that, I'm going to transfer it over to Don. I think, Don, you can, I'm going to stop sharing. And I think, Don, you should be able to share your system. Okay, let me get into this. Let's see. Let's see if we can make this one look. Okay, are you able to see my screen? Okay, I should be showing three OpenShift projects. Absolutely, thank you. I do. All right, great. So like Eric said, I'm going to walk through an end-to-end demo where we go through an entire lifecycle for a particular feature. Spanning a lot of tools. In this example, we bring in tools, of course, the OpenShift platform, as well as tools outside, such as JIRA, Splunk, ServiceNow, and those types of things. So just to show how we can manage through ValueStreams the entire lifecycle. So here, around our sample application PetStore, I have three projects for managing the application, as well as various services. PetStore is the one that we'll focus on in this demo. Here, we can see that it's deployed. It's out to one pod right now. And this is the application that we'll be interacting with during this demo. Now, Eric showed in his slides our ValueStream dashboard. So we have the concept of ValueStream cards where I can quickly see the ValueStreams or the solutions or services that I'm monitoring with the DLM. And I can see high-level KPIs for those ValueStreams to understand how they're currently performing. I can also quickly see the health of those ValueStreams, both the ValueStream Health as well as Activity Health. ValueStream Health means that my KPIs are staying within their thresholds or their SLAs. Activity Health means that I have maybe some alerts or some issues that have been identified and they may or may not currently be impacting my ValueStream Health. So this is the ValueStream dashboard. These are the ValueStream cards. And the one that we'll focus on in this demo is the PetStore ValueStream. Now, I can click on that ValueStream card and quickly look at the activity going on in that ValueStream, such as the alerts that are being generated. Maybe some informational alerts telling me what's taking place. So this is that console. Eric showed this in his slides as well. And I can quickly see in all the phases of my life cycle, plan code, build test, etc, exactly what's happening. Currently, things are all green. We've detected no alerts, so that's good. Eric mentioned rules in that same DLM console. I can go into our rules console. This is where I can create and edit rules that will either alert on events flowing from the tools or they can take action. They can execute a workflow, they can execute a script, they could call a rest endpoint, take some kind of action based on events that we see coming out of the tools or out of OpenShift. So to get started, we'll actually make a coding change. So as you know, at the beginning of the life cycle and the planning phase, there's typically a tool such as JIRA, which will outline what feature or fix needs to take place. We integrate with JIRA and we have what's called a traceability view. And currently, it's blank because we're at the beginning of the life cycle. But at the end of this demo, we'll come back to this view. And what you'll see is all the events that were triggered that we correlated back to that user story. Okay. All right, so I'm going to go in and make a coding change. I'll go into Eclipse and actually make a coding change and commit and push this to a Git repository. And that Git repository is already configured for the OpenShift project, the Pet Store project, so that anytime there's coding change, it will detect that and automatically rebuild the project and redeploy it. This works as well with other source control systems such as Subversion and things like that. I need to stage that change and then we'll actually commit it. And what we'll see when we go into OpenShift, of course, we will see that the build and deploy is as started. So going back to the OpenShift console, we can see that the new build has kicked off. So there we see the build is running. In a moment, we'll see the deployment start to take place. Now, I've made it to where it's currently resource strained so that during the deployment, we're actually going to encounter a problem. You'll see that it kind of got stuck deploying to the new pod. So, of course, Kubernetes detects that problem and automatically results, remediates that problem. But that will populate up to our console that there was actually a pod stuck in pending state due to insufficient resources. If we look at the alert details, what we actually bring in the knowledge base from Kubernetes to show how it can be resolved, of course, we're going to auto remediate that by DLM calling Kubernetes to perform these steps. We'll call the kube control commands and do and repool it and things like that, which will then allow the deployment to continue. So if we go back to the OpenShift console, we'll see, in fact, that it actually did deploy out to the new pods. Now, we've got our new build deployed. Now, since it completed successfully, we also see that it completed and so we automatically resolved the prior alert about the Kubernetes error and we see that there was a successful deployment to the OpenShift environment and that successful deployment event also kicked off match to rule and DLM to kick off a workflow or script to execute security scans against that new deployment. Here we're using ZAP, which is kind of an open source tool. Diane mentioned earlier, aqua security. We're currently integrating with aqua security as well, as well as some others like contrast security. So we actually kicked off the security scan once we saw a successful deployment. We can go into details for one of those such as the ZAP scan report and there you see a URL. We can kick off, click on and here we can see all the security alerts that are exceptions that were detected by ZAP and look at the report as well. It's also very easy within the DLM console to drill in a certain area so we can see that, for example, you know, deploy has an information alert so I can just click on deploy and see those alerts. I can click on security which is turned red and see the security related alerts. Now also after that deployment we told AppDynamics, which is an operational tool, to start monitoring that deployment from an operations perspective. So I'm going to generate a 404 error which is a page not found which will be detected by Splunk. I'll do that by just typing in an invalid URL and that is going to be detected by Splunk. Again this is an IT ops tool, IT ops probably using this and if we go into Splunk we can see the 404 error that we just generated so there it is for the shop dogs bad URL that we generated and if we go back again to DLM we will see as part of our value stream monitoring that ops did detect a problem with our application. So if I refresh we also see other events came in but if I refresh we can see the 404 page not found error. Again when that event came in that matched a rule within DLM to create the alert as well as we created automation to automatically open a service desk ticket in ServiceNow. So if we go into ServiceNow and look at incidents created we'll see that there is in fact a incident created for our 404 error. Okay so we're also monitoring other events coming from OpenShift so for example if autoscales configured for our project and OpenShift detects that memory or CPU kind of exceeded their threshold you see it just scaled up from one pod to four pods and if I refresh we see we see that we got the four pods notification that it was automatically scaled. Also when it scales back down we can notify about that and other things. So the thing is we're monitoring logs from with OpenShift as well as events coming from the OpenShift platform and again I can drill into certain areas that I'm interested in. Now if we go back to that Jira user story remember I told you that when we looked at that blank traceability view now if we look at it we can see all the events that occurred as part of that lifecycle that we just went through. So we see the user story we see the commit took place the build the binary you know then it was deployed and then we see some health events at the bottom you know that were generated by the monitoring tool. So we talked about automation we talked about monitoring and alerting. The third thing that Eric talked about is metrics you know we're collecting those events so that we can also report on them. So here we can look at our reporting dashboard and we see meantime to resolution dev cyclist resolution. I can also click on financial analysis and this will give me some of the financial reports that Eric talked about so I can see how much you know iterations are costing me based on the hours and and sizings based on those iterations. I can also compare one release to a prior release and those types of things. Okay so Dan that concludes the demo Eric did you have anything that you wanted to wrap up with? I do have a quick summary slide I could just share that again. That would be great. So I think I just do my share screen again here do it again I should be the expert. Okay you should see a summary slide. We do indeed. Excellent okay so I like to three things I've always been told that whenever you do a presentation is really focus on the three things and so like the end in the three things the first one is I talked we talked about that and I you know the importance of accelerating a DevOps idea to delivery pipeline this is essential right especially as the drive now to be able to customers now to be able to see very competitive new features coming out capabilities releases the days of me taking three months or six months to release over right and and OpusShift now makes it a lot easier especially when I'm moving into the newer type of deployment technologies like containerization. The key here is removing those manual tasks and operations again OpusShift it's a great job of doing that and be able to quickly identify and move bottlenecks and this is where DLM product comes into play along with OpusShift to do this. The visibility across the plan to ops toolchain that's very important to be able to look at this holistically so it's important to be able to integrate measure monitor your toolchain for events and then from there you can start giving visibility as far as reports scorecards like what Don showed and the analytics pieces as well and the last piece is that that continuous feedback improvement by measuring and I'm moving from path A to path B and I'm able to correct very quickly based on my information that I'm getting back I mean we showcase this with the auto scaling that that OpusShift has for capability around that and we show how DLM also brings additional information for alerting across your plan to ops on August 3 and of course now because I I have this information I can now start putting automation more automation into play and that's how I could drive drive additional value as well so there's more information if you want on the on the DevOps life cycle manager product I have the link here if you want a little bit more information or a little bit more detail or trialing it just go to our site and with that I will turn it over for questions I think you have Diane for for having us thank you again I'm really thrilled that you actually you came and did this because it's it's been it's been very interesting and lightning because I actually used a DLM tool myself so and I and I've always wondered since you know I'm on I'm at Red Hat and I'm always espousing new technologies and I I constantly see new like your zap security is new to me and and on aqua security like how enterprises deal with all these you know not disparate but separate tools in and all the incoming messaging you know and and alerts and everything and so it always seemed to me like that you know you pick your favorites like Splunk or whatever it is and you know just stick with them but this whole DLM umbrella process that it is is awesome and I hadn't seen it demoed quite as obviously successfully on OpenShift as I have today so I really appreciate that the question I have is because there are so many tools out there what is the process like when a new company brings in yet another tool for managing some bit of the life cycle adding them into your DLM offering is there way you know like Don mentioned you're working with aqua security every time I go to a conference I meet like at least eight other new packages and things that people want me to use so so how do people go about getting new and other things integrated into this or Don you want to take that one yeah Eric I'll be happy to so most of the newer tools support webhook functionality where we can go into that tool and just configure it to call a webhook anytime they generate one of their events or alerts and what we have to do on our side is we have to create what's called the transformation so that we can take that raw data that raw event from that tool and transform it to an event that we understand within our platform within our rules engine and things like that so most of the modern most of the newer tools support webhook type functionality almost all of them support some kind of rest api where we could at least periodically you know poll and go query for events that have happened in the last 30 seconds or whatever in that case you know we have to create more of a an adapter type integration but what we're finding with today's tools is almost everyone supports webhook functionality so it's very the bottom line is it's very quick very easy and quick for us to support new tools that's awesome and it really was a great overview for me and I'm sure for the rest of the audience because there were no other questions and you know the other thing that was really impressive was when you popped up the kubernetes knowledge based messaging that's probably the first time I've seen someone do a decent job of making those pop up at the right moment that was that was great so I really appreciate you guys taking the time today to to walk through this and become part of our community and we look forward to seeing more features and seeing you at upcoming events as well and when you have another release or another offering that you'd like to walk through please reach out and I'm sure there'll be other folks who are interested if people want to get a hold of you guys is there what's the best way to do so so the best way to do so is I have our links here our link information here and if they dial directly I think I'm still sharing you see that there yep yep that's the best way there and go to our site and then there we have because we're a technology company can upstairs where you can directly connect to me for questions if you like okay perfect Eric thank you very much thank you Don and thank you Franco for being here this morning and this webinar will be up on the blog.openchip.com probably in a day or so and we will get these links added in as well so thanks again and we look forward to hearing more from you thank you


Our treaties are treaties of peace and friendship only. Our rights and responsibilities must be decided as the Grand Council fires, where all the Wallis de Gaelic have a right and a responsibility to gather and participate. Only Wallis de Gaelic can be beneficiaries of the inherent rights that flow from the land of the Wallis de Gaelic or malice territory. The Grand Council exists even though there is much to be done to revive the traditional decision-making structure to its adequate and functioning state. Indigenous people and the countries in which they live now have a great opportunity to make things right for the future generations through the sincere implementation of the United Nations declaration on the rights of Indigenous people. The spirit and the intent of this worldwide document, it's a foundational document, is to be a guide and to provide guidance to the countries. And countries are expected to amend their laws to accommodate the Indigenous rights outlined in these United Nations articles, which are supported by and attached to international human rights conventions. The relationship in Canada according to Prime Minister Trudeau is a relationship, a nation-to-nation relationship. That's what he said. However, Indian Act bans are not nations. The term First Nation is deceiving. We even hear our own people using that term now. When you hear somebody say First Nation, they're just talking about a reserve. That's what they're talking about. Just a reserve, an Indian Act federal government institution called a reserve or a band. That's what a First Nation is. And here we are calling ourselves that. Already the Minister of Indian Affairs, Carolyn Bennett, will only talk to INAC chiefs. And I heard this from the women from another panel here. The same thing. The people are being left out, including the council. Now, the INAC chiefs under the Indian Act, which is what they're elected under, they don't have decision-making power, not even within their respective reserves. They're a chairperson, and if there's a tie within the council, then they can vote to break the tie. Other than that, it's the decision of the majority of the council that makes the decisions. So what are they doing outside of their jurisdiction, making decisions for people behind our backs? That's a question I'd like to know. They have no legal right or decision-making power. Band councils are left out of the process, and so are the people. The Department of Indian Affairs and the province of New Brunswick and the INAC chiefs are refusing to include the people of the Malaseek Band Council. Okay. They shouldn't be holding themselves out to be governments for our people. Treaties must be honored, and the people must have a significant role in all the decisions that are made for our future generations. We don't want to be handed someone else's framework again. We want to set the table. What befalls the earth befalls the women of the earth? When the land and water are ravaged and poisoned and destroyed, the women are deeply affected. In our spiritual teachings, we understand that the earth, the moon, women, water and cedar, they are all aspects of the female side of life. As women, we carry the eggs within our body of the next generation from the time that we're born. As Indigenous women, our connection to our homeland is not only physical, it is biological and spiritual. We have always been on the front lines when our traditional territories are put at risk. It is time for us to make a better world for everyone, and that must include Indigenous people. We were put here on this earth for a reason, and we have the same rights as all other peoples, to exist in accordance to our own culture and traditions. Any and all of our rights that have not been ceded and surrendered are just as valid today as they were before colonization. All humans were put here as supposed to be intelligent beings. All were given instructions on how to live on the earth. And some of the oldest teachings about how to live on the land comes from our people. Weak well on Dapu-Gali-Mu'ala-Wolangadi-Sabausa-Weepen-Edem-Galawiska. Take only what you need in order to live, said Pruestat. Also told us the power of Jimundu is great. He said the land that the Great Spirit gave to you must never leave, and you must never forget your first mother and always show the love you have for her. And we continue to do that today. We hold ceremonies, different kinds of ceremonies in her honor, and that's for all of you.


We have, as a species, long suffered the results of a civilization with foundations for understandings built upon outdated belief systems, and a funded academic institution in which one is rewarded for repetition rather than that of pioneering a theory which could shine a light upon the oldest, most controversial corners of human civilization. Where did we come from? How old is human civilization? These are questions which we have not only witnessed being ignored by the majority of mainstream academia, but have also shown, through what we believe, is overwhelming evidence to prove that this same entity entrusted with the accurate account of human history has not only concealed a reality which threatens many mainstream belief systems, but also the modern attested theory of evolution as a whole. Entire chapters of human history, and also, more than likely, entire branch-off subspecies of giant humanoid remains removed from the history books, concealed within kilometers of hidden artifacts, hidden away, withheld from the masses, often in favor of profitable avenues born out of stability of understandings which powerful institutions grown out of which, in turn, protect their own survival, rather than that of the allowance of furthering the understandings of the common man. There is not only strong evidence still to be found all over the planet of past, highly advanced civilizations which displayed capabilities far beyond that of any civilization within the permitted timelines of investigations, but prove the tremendous age of some of these ancient ruins. These relics, far from mere ruins, are in reality more accurately described as the fossilized remains of human activities that do not just stretch a few hundred thousand years into the ancient past, but due to the time needed to develop such features, are indicative of a civilization nearly or possibly over a million years in age. The great stones within the Western Wall, for example, are not only far in excess of any weights the already studied permitted ancient ancestors within known history were capable of moving, or indeed using as building blocks, but fortunately this site still possesses ancient wooden stakes, presumably once used within the method of construction, which regardless of the fact that the method is still an enigma to modern understandings, the wood in contrast to stone relics can indicate an age as to when this foundation was undertaken, petrified, fossilized, now stone blocks of what was once wood, that are unquestionably of an incredible age, support our argument of this far spanning currently dismissed chapter of ancient human civilization, which if embraced by mainstream science would not only prove this past beyond doubt, but would in turn threaten many currently highly profitable and as such extremely powerful and in turn influential belief systems and the institutions which have grown up around them in regards to ancient human origins and development. Fossilized tree roots can also be found upon the megalithic blocks of Gornia Shoria, many other sites like that of the inexplicable ancient temples of Petra, in some of the less publicized areas of the site, display immense erosion regardless of the site's relatively sheltered location. It seems that many of these oldest of sites, not only often lay below several feet of sediment, which due to the funded and as such same rhetoric within geological studies forbids said sites to even be recognized as that of the past work of intelligent man. Due to this immense age, any human remains that may have been left by these ancient builders would have long turned to dust or have been fossilized at the site. Concealed upon their discovery, or like any site which gains notoriety within mainstream media, secretly revisited and ransacked of any evidence of this incredible age. We believe that possibly the only remaining traces of these past ancestors can now only be found within the most obscure and curious of places, like that of the Altamura man, for example. A rare fossil, apparently of the genus Homo, discovered in 1993 in a karst sinkhole in the Lama Lunga Cave near the city of Altamura within Italy, that thanks to its location and the near-impossible feed it would be to remove him, has been left in situ for the world to see, and thanks to where he fortunately lay, has been slowly growing ever since his death. He is quite possibly of an immense age and died an incredibly long time ago, and has, instead of slowly decaying away, fading away like the world which he once lived within, has continued to be preserved in the calcite that has grown around him. Remarkably well-preserved but embedded in stalagmites and covered in a thick layer of calcite, the fine was left in situ in order to avoid damage. Research during the following 20 years has been based mainly upon documented on-site observations. Consequently, experts have conveniently remained reluctant to agree on a conclusive age, and have thus never arrived at a mainstream consensus on the species it belonged to. In a 2015 paper published in the Journal of Human Evolution, it was announced that the fossil was apparently a neanderthal, and dating of the calcite has revealed that the bones are possibly older than 187,000 years old. How old is human civilization? Where do we come from? These questions persist, and as such, so do our endeavors of exposing the truth regarding the reality of these remarkable relics of a now forgotten history, relics which we find highly compelling.


So let's try this one. I like this one too because it puts together a lot of things that you've learned already. So it says a compound has the empirical formula SF4 at 20 degrees Celsius a 0.102 gram sample of the gaseous compound occupies a volume of 22.1 milliliters and exerts a pressure of 1.02 atm. What is the molecular formula of the gas? Okay, so let's go ahead and we've already written down everything the problem gives us. So remember, empirical formula is the simplest whole number ratio of the atoms of the molecular formula. So the molar mass is going to be the multiple of the empirical formula mass. So let's figure out what the empirical mass is. So, sulfur 32.7 plus 4 times 19 is 108. 07 grams per Okay, or, well, we're going to do molar mass anyway. So we'll say grams per mole. Okay, so it's going to be a multiple of 108.07. So if you get somewhere close to that, that's the number you're going to put, okay? So what are we going to use in this equation? We're going to use pv equals mrt. So the reason we're going to use that is because we've got values for temperature, volume, pressure, and remember, r is always given to us. So r we're going to write over here, 0.0821 liter, 8m per mole. So from that, we should be able to get, and we will be able to get, the number of moles. So let's rearrange this equation to solve for the number of moles. Okay. So number of moles equals pv divided by rt. Okay, but now when we look over at the values that we've been given here, right, t, well, that's supposed to be in kelvin. Okay, so over here it's in Celsius. So we're going to change it to kelvin. So t73, so that's going to be 293 kelvin. So this is in volumes in milliliters, so we're going to change it to liters. So 1,000 milliliters for every one liter. Everybody fine with doing that? Okay, so is everybody following me up to here? Okay, and remember plug in those values if you can't just see it right away. So let's go ahead and plug and chug and get a number of moles that we have here. So the pressure is in the right units, 1.02 atm times our volume, which is now in the right units, liters, 0.0221 liters divided by r, the gas constant, 0.0821 liter, atm per one mole, like that. I like to write it like that so we can remember to cancel everything out. And then multiply that by our temperature, which is 293 kelvin. So everybody follow me to this point? So let's go ahead and cancel our units, atm cancels with atm, liters cancels with liters, kelvin cancels with kelvin. 1 over 1 over moles is going to give us moles. And punch that into our calculator. So 1.02 Okay, so the number of moles I get, very small number, as you would expect it to be, 9.37 times 10 to the negative 4 moles of this gas. So does everybody follow me to that point? So the molar mass of the gas, right? So the empirical mass is the mass of the empirical formula. The molar mass is going to be, well, on grams per mole, right? So in this case, it's going to be mass divided by the number of moles, like that, right? So that's grams per mole. Does everybody understand what I'm saying? Yes. Do you get that? Okay, wonderful. So when we look here, do we have the mass in grams? Yes. Yeah, we do, right? So let's put that in there. 0.102 grams. And do we have the number of moles? We just solved it, right? Okay, so let's put that in there. 9.37 times 10 to the negative 4 moles. And remember molar mass is grams per mole. And that's what we're looking for, is the molar mass. So eventually we could figure out what the molecular formula is, right? So 0.102 divided by that number of moles. And I get a number that's one, so it's a three significant figures, 109 grams per mole. Like that. Okay, so 109 grams per mole. Remember, the molecular formula has to be a multiple of the empirical formula, okay? So our choices are going to be 108, then the next one up would be 216, right? So which one is this closer to? 108 or 216? 108, right? Okay, so we know that the molecular formula is going to be close to that number, right? And the only multiple of that is going to be SF4. So the molecular formula is the same as the empirical formula, because if we calculated that formula, it would be approximately 109, which is what we got on this problem. Okay, does that make sense to everybody? Does that make sense to you? Okay, wonderful. So good job guys. I know it's a little involved problem. Okay, so the thing is with this one does the answer doesn't have to be exactly, okay? It's just got to be close to that multiple. Where'd you get the .821? That's the ideal gas constant. So that's something that's always given to you. Okay. Thanks, Sam. Are there any other questions? Okay.


Remarks of the president concerning the first lady's upcoming train trip through the south From the railroad station in Alexandria, Virginia, October 6th, 1964 The chairman ladies and gentlemen boys and girls Alexandria has been chosen as the first stop By one of the greatest campaigners in America, and I'm proud to announce and I'm very proud to announce that I am her husband Tonight, I'm going to catch up with her and roll in North Carolina Although, I know I'll never really overtake her I plan to use a jet Air Force One tomorrow to try to meet her in New Orleans But Lady Bird on her train will probably beat me there. She always does Since I don't dare try to compete with her too much. We're going separate ways tomorrow Tomorrow I'm going out to the Midwest Heartland of America. I'm going to report to the American people I'm going to talk about the proud record of our administration the Kennedy Johnson administration of the last four years I'm going to present the overwhelming and the urgent issues of this campaign And I'm not going to tear down any person or any group in doing that Never before within the memory of any person here Have the American people been asked to make a basic and radical departure from the beliefs and values Which are the source of our economic health and our hopes for peace I do not believe they're going to make that choice They're going to choose to keep and build on the careful work of the men of both parties The hard patient work that's been going on for more than 30 years now They're going to choose to look ahead to the new problems which are rushing in upon us our overcrowded cities Our inadequate schools They're growing mastery of the machine the need to use Our leisurely time wisely and creatively They're going to choose to I think continue the search the quest for peace With reason and with restraint and I hope With constructive imagination Yes from now until election day, we're going to talk about the problems of the future For this should be a campaign in which we explore the different ways To meet the new challenges of America in the turbulent 60s instead the gauntlet has been thrown down Not to the future But to the proved and tested values and solutions of the past This is far less related to the real needs of our present-day world But it is a more fundamental challenge We have no choice but to meet it to crush it to discard it And then to get on with the tangible and difficult work of this past moving decade that we live in I want to ask each of you to pledge yourself this morning To go out for the next four weeks For the next 30 days and contribute your time and your talent and your energy To your country by supporting Gus Johnson for congress and linda johnson And linden johnson and hubert umprey for the presidency and the vice president This is a wonderful crowd. We thank you so much for coming out. I now want to introduce to you my daughter linda bird