Anyway, because the first topic that I wanted to cover is how can we keep using security.devn.org for WISI, which involves while somehow transitioning the rights from the security team over to the LTS team when the support period ends. And without any FTP master to discuss this, it's a bit useless. So maybe we will first start with a new topic. Second topic is what do we want to support and what can we afford to support for WISI LTS? Do we want, on two levels, do we want to support more architectures, people who are currently supporting only A and D64, E3, and 86? And what about the list of interpreted packages? So they would be really nice if it could be a bit shorter. This is supposed to be a bot, so not only me speaking, I will ask you your input and I hope that we will be making input from security team members. So we have our FTP master. You alone? No, sorry. So maybe we can go back to the first topic because I expect the second topic will take more time to stop all the topics we have. The fourth question is what I have written down, but if you have other topics throughout, sure, we can do some more. So maybe... Then there's another topic then what to do if the issue is not fixed in stable? Yeah, it's part of the missed question. No, the missed question is not fixed in unscable, but there's also the situation that packages are not fixed in stable. It's usually... It's related to... So I would like to add another question, but I'm not sure if this is on topic, and the question is are we going to do an LTS for every release? For example, or are we going to make three releases because it will make more and more support effort? I know that there are problems with skipping releases, but is this possible for just something else? There's a kind of support time frame that shouldn't be much overlap. I mean, if it's two years, we essentially have an overlap of a couple of months and no solvers. If you would skip it, you would leave it in the world. Yeah, that's possible. It fits very well. So there's no point in skipping a release the way it's organized means we roughly support every release for five years, two and a half by the world security team and two and a half by the LTS team. So it's much more... And I think we can say that we will do LTS for future releases. Till now, LTS was an experiment, and I think we can... TTS experimented success and have been continuing doing LTS for years. Yeah, I think that's an important point, actually. That's what we already announced, because... Well, it was rather explicit in the JSC release and announcements that it would benefit from LTS as well because up to now LTS has been sort of working relatively well. So maybe Ansgar, you're trying to start and then work for you or Moritz, I don't know, who are... How can we handle this... this usage of state-critical without having a report or by the LTS team? So I think once, basically, we have to squeeze LTS suit on security W and O.C. instead of... No, by the way, we want... No space suits you want to keep using the suite that the security team is using so that the user do not have anything to change in their source list. And currently, the policy on LTS is rather free-form, because this is something that we could change. I mean, right now, the suite is open to any DDTMs. There's no proposed update in front of... Has there's new queue in front of it? While there are queue in the case of security repository? From my point of view, although my reaction is okay if we keep this queue and F to handle the burden of validating or accepting the package that are uploaded. So, because we have people sort of in charge for front desk work, that could be in charge of accepting new equals. It doesn't need to change everything, but at least we'll hand over access rights. Yeah, that's probably possible, but so if you get a login on security master, you can... You can check here. Maybe I should go towards the other side, when someone else does. So, one of the things we have security master on an extra list is because there are these embedded issues. I don't know if the LTS team is supposed to see them or they are still being embedded, but there are various ways to see them if you are on security master. So, that's basically something we need to ask the security team for. Then having a suit without any policy queues is fairly simple. So, that's like squeeze LTS currently works. A bit of a not nice part is that we currently have the unsupported architectures that are present as well. And if you support only MV64 and I386, then the packages get out of sync between architectures, which is a bit confusing. Can you stop a moment so that Jean-Pierre can take notes, because you have the third topic right now and she's at the first. I forgot the second one. Can we drop architectures during the lifetime technically, yes. What is the problem with the fact that they would be not in sync? Is it just on the display? I think it's mostly in display and some people packages might get uninstallable on the out of sync architectures. I don't think that's too much of a problem, because they are no longer supported anyway. Can they be removed from the unsupported architectures? You might also do that instead, because people then notice that it's no longer supported and it's no longer there. That might actually be a good idea. One other thing, there we are. If you want a suit without a policy queue like squeezeLTS is currently handled, that's very simple, because you don't need any lock-in or anything. We just drop the one set of the policy queues and accept uploads directly. I think having the option to wait until all the bids and packages are nice. Keeping a queue makes sense. Not a day to interrupt when you have something to say. I would think that the possibility that every GV can upload to it is something really nice which should break in case of more complicated cuts. Currently for the current architectures there will be rather fast to build so I'm not sure how much of a problem is in practice. You always introduce some additional stuff which people who are not involved in a day-to-day basis will miss. I think 80-90% of all people for that time in the audience of NLTS could only use this before. So I don't think that's much of a problem. I would keep it as simple as possible. The more complicated it gets for the what you want to encourage is to have like the maintainer wants to make the extra effort and still prepares NLTS for his own customer package so that's the ideal case that person does the update himself. The more complicated it gets the more special steps in between then you lose that or you just introduce regression so I'm not sure how if there's a specific problem which arose from how the work how the way it's handled. Right now I think what we want to get is that the packages are available in the same place that people don't need to switch their outsources. So it's a technical way. It doesn't change the workflow so that maintainers can just upload to the suit. Maybe it's a bit related to the second topic because at least I'm a customer of a hoster which provides our own CPU so personally I would like Can we say the first topic? Yeah but just to keep giving back to the topic if we add this architecture we want to dim more following ATS and a larger risk of being unable to package because usually when it builds on IED 64 it builds on E3 ATS 6 it might not be the case for our architecture. I agree it's probably not needed at the start but if we have this problem maybe at the moment I don't know anything that ensures that the packages have been not just like so there's no coordination between the uploads and the issuing the DLA so whether the uploader has a minus of those builds and then send the DLA once the builds are ready but even that does not mean that it's necessary actually on mirrors what they sent the DLA before what packages are actually available but with security there shouldn't be there shouldn't be mirrors but they're still still going to wait for those builds to happen we shouldn't be saying that's that's fine clearly the queue in front of well if we don't want to check if we have this queue then we have to change the time the maintainer can send the DLA that's why until we approve it's alright that it doesn't impact since we need to drop this queue and have an open policy let's keep it that way for now and we can't see that maybe if we start to have problems we start to copy that we know yeah both the DLA can you add to this topic the two benefits we have from this also because the benefits are users don't have to change sources list and no delay through mirroring yeah and then I would like to ask the security team this risk of seeing environment vision is not a risk it's a real problem like anybody at the moment only the security team can look into security master so how would you think how do we fix it or address the problem can we address that problem I'm not sure but it's not only the problem of being able I mean the broader the there's an abundance of privilege escalations all the time so the more people you get with even unpublished access to security master you always have to risk so we need to keep this in mind we need to tidy it there's no queue to where we have to accept package nobody needs to have access there's one other annoying thing currently about security master if you were to use it that is all mails generated by the archive software are currently redirected to the security team mailing list because well I would that in our barcode upload was accepted and so on we want to prove on that anyway but the current stage is that only the security team would get mails about any uploads that happened and also about rejections is there a way around that because clearly in the workflow right now people upload the way they get their accepted mail and then they send their DLA so the current idea is that mail notifications should also go to the person who signed the upload so that maintainers that prepare security authors that are not on the security team notice if something unexpected happens but that doesn't exist yet and ideally that the accepted messages for the squeeze for the LTS release should also be sent to the public mailing list so that happens now for squeeze LTS I mean it could be just so technically in a way that it still gets uploaded to the current which is going to be used and once all supported architectures so both both 30 so 606 and 8064 are present it gets sent to the security master for some script but once it's more complicated in the end I think we want to fix and make sure that's the end it just takes the line so actually we have nothing to do we saw part of your plans to mail the person who signed the upload yes because that person should know about upload anyway there's also a fact like every every developer uploads a security update to the archive and if something's broken they don't notice and we have to bounce it mainly to them that's what we generate back here we'll just talk about that okay so basically we have solved everything terribly or is there something else that might in resist change maybe it's a time so discuss topics free at the same time because I guess if we want to under the embargo issues we really have to use an embargo queue as well and some members of the LTS team will have to have access so I also I think there's no strict need for an embargo queue it's a separate list so it's not in our discretion anyway but I think it can be arranged that one person on the team gets access to the linux stage vendors list and then that person can prepare the updates and once they are available it gets uploaded I think it should be two or three people it's at least two limited we already have the mag ball as max out I mean if that people is to be is on the page or whatever I don't think we can squeeze another three we are already at the high limit we have the most people of all distributions on the subscribers list and I mean we can argue we are getting another person to be being some separate sub-project but we won't be able to get three or something like that we already have more than redhead and susan for example so I don't think so if some person is unavailable for vacation or whatever that that person is unavailable for vacation or whatever they can just tell us and we'll bounce things to someone else but I think we'll be able to get three I didn't want to consider this question directly but there are only the parts that would have an impact on the deck installation so who should have access to the signature that they have not or the machine to so you said unbagged queues are not necessary because the person handling should just report the thing at the right time basically sorry? that is delayed by the minute but it has to wait three days that's probably not true so we'll consider this nothing comes to mind right now let's go to the next topic we have to go to decide what set of package we're going to support or what set of architecture as I said below I've got at least one request of customers who are interested in arm support for long term support exactly it was sort of generic query not so specific to squeeze clearing and it doesn't make sense so would it make sense to support of arm HF4 and I guess only this one because Armral is not the kind of server device that you I mean all of these Armral architecture is actually using server installations I don't think I don't think Arm Plastic Arm is used very much in server installations I don't know there is a scallway.com which is part of online.net which has a full cloud infrastructure based on Arm device that they can bring Plastic Arm Plastic Arm does that give it a 64 bit on systems? no it's it's not an arm64 I don't know which processor it is I have always said it's really this architecture but I don't know if it makes sense because if it's only me I don't want to contact other people that makes sense might it make sense for Jesse maybe because I think some of the virtualization stuff is just getting in place now so there's lots of stuff missing in Arm which is still a little easy yeah my impression is that I'm actually using in terms of hardware support which is kind of just pretty difficult I think would rather ask the question why not support all architectures because DSA want to get rid of IA64 I did not ask DSA what they sort of keeping I just think I would drop but in general I wonder why not supporting them all there might be some packages which don't find that most security issues will be fixed in all architectures I think if you keep architectures that are still supported in the later release it's probably not an issue because we maintain builties for those anyway and having them build an extra suit probably doesn't impact it too much I think current support might be other these stuff might be nice to support that's also the icing to the ice stuff which hits the break it's mostly all doing the routines it's not supported at the moment quite a number of software which is quite brutal if you look at the statement proposed updates where things get stuck for a while it's almost impossible to get OpenJDK for example continuously update it of course also it's only supported upstream essentially for I think Spark for historical reasons and for x86 and it breaks all the time and I don't think this would work out we haven't had OpenJDK enter a stable point update since three years by now because it's always breaking in some later release it would make sense to just look at what are people using and not saying is this the deviant thing that just supports everything all the time but it comes with a significant cost given that the sponsorship which you guys have accumulated is something at the 50% level let's spend resources on which it's useful if there's no demand for running no one is running Spark on deviant for practical purposes have some toy box somewhere in the basement and why build all these packages and why deal with revisions and all that I don't know what the best way to decide what we want to review what we want to support in a way in terms of packages here's a list of packages that we do not support right now in squeeze so the other way around is to discuss them in squeeze which we would rather not support so we should maybe move onto this list before we discuss things that are now which are constant pain I don't know of any because before we pull in stuff there might be stuff we want to pull out virtual box anything with our personal strength yeah yeah I think that's about the point actually because it's a pain too once again we have some we have some people here which are bigger to work with us and keep it can you just ask the same way you asked for squeeze at least the supporters and ask them what packages they use oh I know which packages they use actually I can show you that did you send an update for this for Weezy? no I mean I don't really send it for squeeze but it could have changed for Weezy this is something that we did not publish yet but that I want to publish that all the contributors paid for Weezy it's the list of packages installed by our sponsors so you can see we have a package not supported not supported but I how do you tell the percentages? it's basically a professional customer of the customers we have this package installed by Sheet and Sal but there are some Sheet who don't give the list of all installed packages only packages that care about I don't know that's why some packages are not at least give some idea of which one is popular which one is not popular we have quite a long list already of packages which are installed by several of customers so I don't know if you want to check out a specific package we can I don't think anyone use video with you on production side he would be surprised by what you can see anyway I don't know what is more interesting you used with a suggestion that that's not a permanent address though I mean that there was packages when squeeze was imminent if you look at that third of that packages are removed for example I just filed a review request for another one so this needs to be checked there are some which I think for example FFMTEC is not easy for example Google 6 is no longer easy access to C for example it's essentially removed several of those haven't made it too easy as well because they will receive our free copy for a long time and I maintain so I think to make a there are some packages which will be from all the small normal businesses for example PDGO has been removed there are some which which you need to discuss on a generic like should there be support for IZ Weasel for example you won't be able to to support Chromium and Weezy because it's already unsupported in Weezy since the hero releases require a more recent version of G++ since you need some G++ and 11 features which are not available in the two chain which is available in Weezy some of them are technically impossible and for assignments mostly a policy called ISTA is very mild for IZ Weasel ISTA for example ISA for example also no longer exists Is that basically a question if you want to support any typical desktop applications Yeah I mean it's mostly I mean I'm not really involved in ITS just some points I would like to raise but what's the focus audience what are people what are people want to support and I mean support supporting a significant amount of work since you need to essentially follow the LTS releases otherwise there's no way to do it and my commie won't be able to do at that work so it will be handled as part of the frequency and stuff and if you're doing that is there I mean is it in the interest of the people of paying and is there anyone using IZ Weasel In the case of IZ Weasel we have we're doing the work internally so the reason why it's not done for for squeeze is just that actually it's similar to Chromium that we need Python 2.7 we don't have that in squeeze so it's not big data in squeeze so they can't upload it to package it will be built and on their side they are building it with a sort of PPA which has Python 2.7 and was squeezed and then they are just injecting the result of the build in their normal squeeze should we maybe consider something like that as well for us maybe at some point this is going to be harder but there's a reason both to add new build tools to the LTS if necessary maybe while the case of Chromium it will not be possible because the more reason C++ also has so LTS and C++ has changed that's not possible in the case of Python you can still change the binary name to make it specific to the IZ Weasel build so with some accuracy it will be possible but we can't really anticipate what our IZ Weasel will be structured and done and it's changing every essentially the releases are essentially less every six weeks and I think the LTS releases will be a year will it be a year? it will be seven maybe two weeks so essentially roughly a year plus or minus something so no one really knows how IZ Weasel 59 will look like it will be possible to do this in back ports because you can put the depends in a sloppy back port I mean you might be able to make it work I mean Rafa you guys I think he is doing the work for Redempt Buddha and if he has been able to do this by now it probably works out but I think you can't make promises for that but how does anyone really need these two applications for LTS maybe LTS maybe FH it's their work systems they run like for researchers for researchers there are other desktop users those two are the same so schools often have that so looks like we even 37% of the paid customers so I will be planning to support some form of virtualization that was my next question maybe we don't want to check each package individually but clearly KVM, XAM and QVM were packaged that are installed and sponsored it's an important use case I know they tend to be affected by quite a lot of issues like where they see use work but do you see any issue apart from the amount of work or it for the presentation first question was for example and QEMO were at really early stages so even if you would throw a solid full time position on that you wouldn't have been able to backport all this because you would need to essentially backport huge parts of functionality which are missing from these kinds of security fixes I'm not sure about 1112 which is for QEMO individually I'm not sure I'm not sure it will probably work out but it also depends on the level of familiarity with the first people who are familiar with QEMO willing to you will get run into some contributed backport because a lot of these security fixes are actually intrusive so the older guests will not be able to get it it's probably easier because they sign absolute support they've back quite long they still support and we've asked for you three and a half years so it's not that bad but with QEMO I think you're on your own for much much earlier it's another kind of long term support series and this is the kind of package where we can do wire shaft and then port a new version out of question if you would do that with QEMO you would very likely have to fix the work from time to time because new features can sometimes break all the work so yeah at least the package is entangled in some way I think it's doable but it's just not that we can just call it and there might be other things like CBIOS and these kind of things but I think for the virtualization part of the production would be really nice to have this kind of thing so maybe it might be through the effort yeah, yeah can we have more friends? maybe we can have a check what brand enterprises currently support or something like that if this is by accident some kind of version will be quite close to understanding this wording or something like that would make sense but we should aim to support virtualization and we can see cost of upgrading to a new version and this is something that we can do not only for the old version but for the old version it might be forced like yes or no sure that this is too specific or too general because we should and which virtualization technology and well it's obviously which are not supported right now it's a little bit easier yeah I'm not sure I'm not sure of supporting LXC in business with what I think it is LXC is LXC actually a package that is counting regular security support issue do you remember Maurice there were anything mostly about that thing it's not a business it's a business or a useful business more like a company useful without a new kind of most of that it's not useful okay we don't have many minutes left on the topic of embargoed issue we had some discussions with the mailing list already a few months ago Maurice do you agree with the idea of creating an alias for two or three people from the MTS team where you or anyone that would be designated to follow the training embargoed list forward the relevant information so that's I think we can just find one person who can get subscribed to Linux slash vendors and then that person can handle it and if that person is on location or whatever then we can stay for a few weeks but we don't get entangled in that so it would rather not have the security team forward that that to Zee so yes you could try that someone is directly appointed on this list there are no aliases allowed on Linux slash vendors but I don't want that but you also want to form a group well I guess yeah but the idea of that is that you're not forwarding what is sent there it's not automatically yeah but not even if there's no border plates if we just find someone then he must do the work then he must do the work himself he should not share the data with you can't subscribe in alias so you just find one person and then we can recommend that that person gets added to Linux slash vendors and then we can forward at his discretion some of the information sent there is exclusively not allowed to be forwarded so in that case that person would need to do the work himself but what are you referring to that isn't the access to the Linux slash vendors or what does well my idea was that we would not add someone from the alias team directly to the alias on this list do you want to create a contact point if we just want to form something yes to us we can certainly do that but I was referring to get access to the Linux slash vendors list because that would not be possible with such a setup and then we can forward whatever or we should just add them to cc show them to the world would that be enough or do you still want someone from the alias team to join the alias on this I think it would still be useful because that person should ideally also participate in the discussions on that mailing list so there is something there is a discussion like does someone still use that version so in that case that person could step forward and say yeah this is actually still supported without the other subscribers being and you could also for example if that person is on that mailing list he would also know to the others for example say for example in case there is the patch for the squeeze version it's more complicated than for stable or for easy or for jesse and then that person could check out with the person who reported it etc etc so there might be just cases where the longer discussion involves about that and in that case it would be totally bad if someone totally unrelated to this or maybe it just pops up when they type up this information so that's rather make this official and clean and find the person who will be appropriate the alias on this domain managed directly by the security team we use it in the past but then the screen now with the other mail has been nice in the so we should just open it yeah just to see honestly in the future yeah I guess we have under the most important question on this question we can do it off off video and on the order while on the list are we happy with the result okay so thank you for participating enjoy the rest of your conference


Hello and welcome to the session. The question says find the derivative of the following functions. It is to be understood that A, B, C, D, P, Q, R and S affects non-zero constants and M and N are integers. So the fourth question is A x plus B into C x plus D whole square. Let's start with the solution and let us denote the given function by Y. So Y is equal to A x plus B and C x plus D whole square. Now let A x plus B is equal to U and C x plus D is equal to V. Now we have to find the derivative of Y that is dy upon dx we have to find out. So we have d dx of UV and by the product rule we have U into d dx of V plus x of U into V. So with the help of this product rule we shall find the derivative of the given function. Now let us substitute the functions U and V. So U is A x plus B into d dx of function V which is C x plus D whole square plus d dx of function U which is A x plus B into the function V which is C x plus D whole square. This is further equal to A x plus B and derivative of C x plus D whole square is 2 into C x plus D into d dx of C x plus D plus and derivative of A x plus B is derivative of constant is U so derivative of B is 0 and here derivative of x with respect to x is 1 so we have from here we have A into C x plus D whole square this is further equal to 2 times of A x plus B into C x plus D and derivative of C x plus D is C plus A into C x plus D whole square. This is equal to 2 C into A x plus B into C x plus D plus A into C x plus D whole square thus on finding the derivative of the given function A x plus B into C x plus D whole square we get 2 C into A x plus B into C x plus D plus A into C x plus D whole square. This completes the session. Take care and have a good day.


Welcome to another episode of This Week in Civil Engineering, also known as TWICE, a weekly news show focused on providing civil engineering professionals with the most important and relevant industry updates. I'm your host for this episode, Comedy Family. I'm a practicing civil engineer based in New York City focused on land development type projects. If you've been tuning in every single week since we've premiered, that means you've already heard from our amazing other co-hosts, Jeff, Danny, and Louise. Together we are so excited to bring to you this weekly podcast, and thank you all for tuning in consistently. You can find all the episodes for This Week in Civil Engineering at TWICE.News. That's TWICE, TWICE-I-C-E-DOT-NEWS. References to all the stories mentioned will be in the episode's show notes. And if you're watching on YouTube, be sure to subscribe to the TWICE playlist to receive the weekly episodes. Now it's time for What's Happening This Week in Civil Engineering. Now it's time for This Week's News. You're about to hear excerpts from the story's reference. Links to all of the full articles can be found at TWICE.News. First, let's cover the biggest breaking news stories from the past week that might affect civil engineering companies and professionals alike. Infrastructure's carbon reduction falling short of net zero target rates. From Rob Curd at ice.org. Research carried out by the carbon project has revealed emissions from UK infrastructure fell by almost a quarter between 2010 and 2018. Although the work also shows the rate of reduction needs to accelerate in order to achieve the net zero target by 2050. Despite the drop off in infrastructure carbon, the rate of reduction needs to grow from the current speed of 3% to 4.1%. The research also showed a 23 reduction in total infrastructure carbon between 2010 and 2018, a 44 reduction of carbon under control of the infrastructure industry between 2010 and 2018, a total infrastructure carbon accounts of 54% of the UK's consumption based carbon footprint. Reductions were largely driven by the energy and waste sectors, which contributed to reductions of 37% and 33% respectively. Declines in operational carbon and user carbon, with a 60% increase in capital carbon. Dr. Janet Giesgum, member of the carbon project and research fellow in the industrial climate policy at the School of the Earth and Environment University of Leeds carried out the analysis and presented his findings at UNWIN lecture yesterday. During ice president and chair of the carbon project, Rachel Skinner said, while reductions in carbon emissions can only be positive and a step in the right direction, this data clearly shows the scale of the challenge. This data will help civil engineers to understand and act effectively in reducing carbon emissions throughout our sectors as well as influencing wider industries. How can you help reduce carbon emissions in your work? Can you contribute to an existing initiative in your firm or community? Or maybe even start one. Next up, let's look at an interesting story from Hong Kong. Noise barrier project on Hong Kong Highway enjoys conflict-free completion, earning nod from British engineers organization from Kathleen McGrammo at CSMP.com. The installation of a Hong Kong 826.5 million dollar 800 meter noise barrier in Tuen Mun Hong Kong saw no disputes between the city and the contractors over the four year project between nearly 300 compensation items due to the use of a new contract model. It helped reduce noise levels by an average of 25 decibels from about 1800 residential units in Rosedale Garden and the Lakeshore building in Tuen Mun. The works branch and engineering teams worked with the spirit of mutual trust and by responding to changes caused by risk, 48 mitigation meetings were held to discuss problems and 85% of compensation items were implemented within three months. This enabled the project to be successfully finished within the approved budget. The noise barrier project won transport contract of the year at the new engineering contract users group award in 2020, organized by the British based Institute of Civil Engineers. How might this model be useful to your projects in the future? Next up, old battery street tunnel now completely filled with viaduct remnants from ComoNewsstaff at ComoNews.com. The old battery street tunnel, what used to be one of the busiest arteries in Seattle is now filled to the grates with concrete as one of the final pieces in the years long project to replace the Alaskan way viaduct gets checked off the list. The tunnel used to connect SR 99 between Aurora Avenue North and the viaduct, but once the new waterfront tunnel opened and the viaduct began coming down, crews used the tunnel to store the recycled concrete. WSDOT will remove the ventilation grates along battery street and make some other sidewalk improvements as well as turn what used to be the south portal into a slope with grass. The final two projects left on the Alaskan way via duck removal schedule will be to rebuild the Alaskan way. Interesting way of utilizing the old tunnel, who would have thought that you would be able to fill it with old concrete. But then again, where else might they have put it? Next up, Foundation fixed the start next month on San Francisco's troubled Millennium Tower from Nadine M. Post at ENR.com. Work on the nearly $100 million per meter pile upgrade of San Francisco's sinking Millennium Tower to prevent significant future settlement is said to start next month. Now that litigation over the problem has been fully resolved. It is expected to last for two years. The 645 foot tall residential tower settled about 17.3 inches since its completion in 2008. Shimmett Construction, a subsidiary of ACOM, is the contractor for the pile upgrade, which was engineered by Ronald O. Hamburger, a senior principal with Simpson, Grumpert and Hager. The fixed relies on drilling and jacking 52 concrete piles, socketed more than 30 feet into the bedrock that starts 220 feet below grade under the north and west sidewalks. Work will be funded by the many parties and their insurance companies. A portion of the settlement will be paid for by California taxpayers because the construction of the state-funded Salesforce Transit Center project, which neighbors the tower, was blamed by the Millennium Tower Association for further destabilizing the already sinking building. Ronald Hamburger has previously appeared as a guest on the EMI's podcast, The Structural Engineering Channel, which can be found at thestructuralengineeringchannel.com, and EMI will be reaching out to Ron for an interview related to the Millennium Tower. For this week's career advice, I thought I'd talk a little bit about how I stay organized as a civil engineer. I work on a lot of projects that have multiple design challenges and timelines, so it's critical that I leave myself a paper trail so I can go back and easily navigate myself to find important documents, notes, and plans. I use my e-mail and programs like Microsoft OneNote for large jobs that have multiple phases and design components. For my day-to-day activities, tasks, and due lists, I like to put that all in a notebook so I can reference my prior thoughts in chronological order. Organization is not only key to prioritizing your tasks, but successfully completing them on time. Next, let's move on to some international news in civil engineering from the past week. First up, we're headed to the UK. Seizing the opportunity to go further and faster on decarbonization from Jonathan Spruce at ice.org.uk. Transport for the North's interim director, Jonathan Spruce, outlines how the North can lead the way on decarbonization and why accelerating the decarbonization of infrastructure must remain paramount. This is one of the key messages in the latest Atkins COVID-19 Road to Recovery series debating the importance of rebuilding and rebalancing the Northern powerhouse. It echoes with the message in Ices Owen recently published submission to the Comprehensive Spending Review which calls for a net-zero infrastructure plan that takes decision on the policy to achieve infrastructure including decarbonization, transport, and heat. The event was held on the same day that the governor announced the trials of the UK's first ever hydrogen power train and the ambition for T's Valley to become a trail-blazing hydrogen transport hub. At the event this week, participants argued that decarbonization will involve investment from both public and private sectors and a clear long-term pipeline of infrastructure supported by funding will provide firms both small and large with great confidence. Decarbonization seems to be a running theme these days. Do you think these goals are achievable? Next up, let's head to Brazil. Brazil's $2.7 billion transit project held up by Corruption Probe resumes from peterreina at enr.com. Work is resuming on a $2.7 billion 15.3 kilometer transit project in São Paulo, Brazil after a four-year delay. Line 6 of the city's metro has stalled due to Brazil's quote, car wash corruption scandal, preventing the original contractors in a Spanish-led public-private partnership, P3, from raising required financing. Led by Spain's Axiona Infrastructura of South America, the new Concioram Concessionare Linha Universidade, South America, has replaced the original Mu São Paulo MSP team. It was controlled by contractors Grupo, Kirovs, Galvão, and Odebrecht Transport, and UTC, in Jenaria. MSP secured the 25-year P3 award in 2013 and aimed to complete construction this year, according to project owner Campaia Polista de Transmetropolitanos. But the Federal Police of Brazil in 2014 began a vast money laundering investigation that has implicated scores of public and private sector officials, including those from Odebrecht. The Axiona team now plans to open the 15 station line in five years and operate and maintain it for another 19 years. According to Axiona, the project is its largest P3 and also the current largest in Latin America. It's sad to hear stories like this, but in the world of civil engineering, with projects of such large budgets, scandals like this are sometimes inevitable. But they need to be found and parties involved need to be brought to justice. Another example of why ethics is so important in the world of engineering. On that note, let's cover a few infrastructure-related stories starting with news from Canada. Canada unveils a $7.5 billion project spending plan as new COVID-19 stimulus from Scott van Buuris at enr.com. Canadian leaders are pushing a $7.5 billion infrastructure plan to boost an array of renewable energy. It will stimulate job growth even in a coronavirus downturn. Canada Infrastructure Bank will take the lead on the new initiative. The new investment plan comes as the government struggles to make good on its existing $135 billion 12-year infrastructure spending program. The latest initiative will spur creation of 60,000 jobs in renewable and green energy sectors. John Gamble, President and CEO of Canada's Association of Consulting Engineering Companies, ACEC Canada noted that the planned infusion did not include larger construction investments in ports and transportation that are key to long-term economic growth. It includes $1.5 billion for broadband extensions to hook up 750,000 Canadian homes, small businesses to the internet, and another $1.1 billion for irrigation projects to expand food production and explore export opportunities. But the program largely targets boosted green projects with $1.9 billion for renewable generation and storage projects. $1.5 billion for energy efficiency building retrofits and $1.1 billion for zero-emission buses and charging infrastructure. The plan does not include money needed for work on roads and bridges, and the oil and gas regions appeared to be left out of the spending plan. EMI is reaching out to John Gamble for an interview on the Civil Engineering Podcast to discuss the impressive spending plan that civil engineers everywhere should be aware of and excited about. And last but not least, the Renewable Energy Infrastructure Solutions. Infrastructure Solutions, Renewable Energy Surges Forward from Catherine A. Cardnow at ASCE.org. In the United States, most electricity transmissions and distribution lines were constructed in the 1950s and 60s with just a 50-year life expectancy, according to ASCE's 2017 Infrastructure Report Card. This patchwork system comprises public and private power generation facilities, transmission and distribution grids, local distribution lines and substations. This group of infrastructure received a D-plus on the report card, a really grim assessment. However, there are bright spots within the energy field as new technological developments and decreasing prices are making the transition from fossil fuels and nuclear power generation to newer forms of renewable energy successful on. ASCE will issue its 2021 Infrastructure Report Card in March. In the meantime, the Society in September published Failure to Act, Electric Infrastructure Investment Gaps in a Rapidly Changing Environment. The latest in a series of reports that quantifies how the persisted failure to invest in our aging infrastructure impacts the American economy. The report reveals that in total, the 48 continuous states and the District of Columbia are facing a $208 billion investment shortfall in electrical infrastructure investment by 2029, which will increase by a whopping $338 billion shortfall by 2039. The report forecasts the United States infrastructure investment gap by comparing the projected infrastructure investments that are planned in the nation with its projected needs. This is certainly a reminder of how many areas of the built environment are in need of improvement. We as a civil engineering community have a lot of work to do. Now here's a quote from Anyo Dwyer, principal and CEO of N of 8 Engineers where she gave an interview in episode 134 of the Civil Engineering Podcast. In the episode she said, Take ownership of your career and never assume that others will push your career forward.  I resonate a lot with this quote as a woman in this chosen career path. While mentors and sponsors are critical to progress your career forward, you need to be your biggest advocate and ultimately the catalyst that will spark these connections that will allow you to progress and grow. Thank you Anya for that great quote. And there you have it, that's what's happening this week in Civil Engineering. You can find references to all the stories mentioned at twice.news. And this episode is also available in video format at EMI's YouTube channel at youtube.com forward slash engineering careers. Remember to subscribe to Apple Podcasts, Spotify or wherever you listen to podcasts and of course YouTube for the video version. This is comedy friendly signing off, we'll see you next week and I hope your week ahead is organized.


Hello everyone. Thanks for coming to my talk. I appreciate it. It's virtual, so it's a little bit different this time. I'm sorry. I can't see all of you. And by the least you can see me and see my slides. So let's get to it. My talk today is community transformation, enables skill-long-working through data-driven initiatives. And it is a work in progress. We've not finished this initiative. It's a very complex initiative. And so I'm going to give you an update on where we are, where we want to go, and how things are going so far. So let me just start with who am I? My name is Sri Ram Ramakrishna. My friends call me Sri. And I work for a company called IT Renew. We do, it's called Circular Data Center. And so my job is a Principal Ecosystems Engineer. And although this talk is about community, so I've spent most of my open source or free software experience working in community and especially with the Canom project. If you're not familiar with the Canom project, it is a human interface to your hardware. So it's a desktop. And so I've spent over 20 years in this project. And so it's one of my pleasures, filthy pleasures being able to do this. But I'm thrilled to be able to work in open source and free software and also be able to do this. So big thanks to my employer who lets me spend time on this. So anyway, moving on. Again, 25 years experience. So when I came up with this initiative, you know, a lot of it's probably no surprise to most community projects or even corporate projects that projects want to grow. And a lot of times projects usually have a drumbeat. A lot of times they want resources, they want maybe IT resources, maybe they want developers and so forth. But a lot of times I've noticed while spending my years in the Canom project, which is a fairly complex project, that what people want or complain about is not always the truth, right? So when people say they want developers, do they really want developers? Is that really what they want? Because adding developers means a whole kind of chain reaction of things because you have to onboard them. You've got to train them. You've got to integrate them into the project. And so a lot of those things come into play and now you're dealing with an incredible amount of complex overhead. And a lot of times when people say they want these things, it's in addition to many other things they may want. So, and if you onboard just that or just maybe the wrong skill sets, you're going to start seeing the agenda board where you're getting stresses somewhere else, right? And it's really an interesting observation going through the years of watching people do this. And we know this a lot. I mean, like if any of you listened or read Mythical Man month, you know that adding more developers to a project does not make the project go faster or runs more and more efficiently, right? It's simply a, it just adds complexity because there's so much more overhead that's generated. So this initiative is really about how do we build teams correctly using data to drive that, right? So in the, for the GNOME project, this is a great example of trying to be able to see if we can do something with an initiative like this and see if it works or see if it does what we intend to, right? GNOME is a great test project because it has, it is a very large project. It started in 1998. It has gone through many series of changes and being it's involved over time. We started with rudimentary tools and then as the project growth, it grew into multiple teams where before you had just this one mass of developers and that's it. Now as we go forward, they're split into many different kinds of teams. So you have teams that are doing engineering. They have teams that doing marketing and engagement, people who do translation. There are people who do documentation. There's a release team. There's an IT team. And if you start looking at it, it starts looking like a product team. And with so many different moving parts and a wide set of skills across the board, it is the perfect initiative to see how can we scale a project. And so this, this is, this is where this scalable onboarding comes in. And please don't look at that misspelling on scalable. So then I, I've given all those things. And then the question is, is what then is. And you can't really answer this question with that data, right. And as I probably before, wrote does not mean adding developers to a project. And so you need to be strategic. And where that is depends on what each team is and each team is different in the way they go about doing development.  Each of them have a particular way of doing things. And so how do you get that data? And, and you start with what resources you have right now. Think about that for a moment. You have a large team. How do you get information? Where is the beginning part of researching how you grow a team? And then I had, so when I started this, it's sort of like, okay, where is, where do I start with this? Where, where is it? And then it occurred to me that I don't really understand from a high level how GNOME works, like at a 1000 foot level, how does GNOME operate? And what, what are the roles? What are the, what are the descriptions of those roles? What, how do people interact? And with that really understanding your project and how it manages its resources, it's really hard to set a level playing field on how this works. So let's see. So what should we do? And so let's start with roles and just, and description. So GNOME is a full stack for open source projects. And one of the things we did was break down all of the volunteers and what they do. And that happens in many different ways, right?  And from a high level, we're, we're breaking it down at, I don't know, the complexity of those teams are very interesting, especially at the engineering level. So, but somewhat repetitive. If you look at the engineering teams, you have a set of core, core engineering things, right? So there's a stack. And so each stack has a maintainer and a set of contributors. So you have those and each of those maintainers have their own set of ways they're doing things. Then if you, that's, that's then, then there's the release team. And, and then the release team has their own set of things that they get from, you can basically decide what is GNOME? What is the product? What do you release? Then you have the marketing team and they're subdivided into many different kinds of roles. And since that's kind of where I come from, you can imagine that a marketing team has people who know how to do storytelling, people who understand social media, people who understand onboarding, right? Or socializing or all these things. There's even a code of conduct. That's part of, part of that. And so there's all these various teams and their roles that you have to document. And once you have them documented, you start thinking about what they do, right? So in this case, I'm going through these slides. We have beliefs engineering and all these versus basically all I talked about before. So that's, that's, that's a set of things that's we put together. So the next, the next step is the, you know, how do we as a team interact as a project, right? So in this case, we, we decide to build an interaction map. And so we look at how these teams, this is a very simplified version of what we put together because the real version is, is, it's got arrows flying all over the place. It's, it's literally chaos because there's some of that is how to operate today. And I think at some point I wanted to take what was operating today and think what should operate like in the future. Right. That was sort of a, a, a want or a need that I wanted to do is how, how can I make this a future thing. So, but one of the interesting things if you look here is you have these arrows pointing where and you can kind of see some weaknesses, right? And you see the, let's take a look at the engagement team and engineering team. And you see that the, the engagement team is only one directional arrow, right? Yeah, in a, a, a, I think a well balanced project that should be bi-directional. And so while we're going through this, this is the kind of things that you, you look through them is like, oh, I see a weakness here. This is, this is not how things should be. We should think about how those things work. And, and you can also see like the documentation. The documentation team actually is sort of an interesting team here because the documentation team is really only fixed on, not on the, this, like the, the stack, right? It's actually like the help guy. So if you type in F1 on an app, it tells you how to use it, that kind of thing. The engineering team actually takes care of the documentation for the APIs and so forth. But they do rely on the engineering team to tell us, hey, what is the new features that is happening in this product so that we can update the documentation and so forth. But it's still a one directional arrow that, that was surprising, right? Again, this is how this thing is working. And you can see that, that there's a lot of time wasted just doing one directional communication, which can, can do that. So when you're thinking about scalable, what, what do I need to make these arrows bi-directional versus one directional, right? What kind of skill sets is required and kind of thing. And so, so this, this actually, when we did it, it kind of surprised us in some ways on, wow, there's some problems here, right? So that, that was something I, I thought was quite interesting. And, okay, so the other part we wanted to do was personas. Personas is generally been used in marketing or product development or various other things like who's going to use this project product. And in this case, we're using personas in who do I think our volunteers are? And, and what will they be doing? What are their backgrounds? What, all of those kinds of things. And, and the reason we put that together is because personas is something that lets us get us into the minds of who is coming in to volunteer, because part of onboarding is, is the strategic part of onboarding is who do we want. And so when we're trying to articulate a message, and you want to attract certain kinds of skill sets, we, we have a sort of an idea like what would resonate, what kind of people are out there. And a lot of that is a reflection of the volunteers we have working today, the volunteers we might meet at conferences, or various other kinds of things. So it's, it's really quite, what should I say, interesting to see what, who was out there and what their background was. Some we made up just because it's, it's like, well, how would we talk to somebody who is a 50 year old systems administrator, but wants to get wants to go into marketing, right, you know, and that way you kind of say, oh, yeah, okay, if you're old systems administrator, which actually is me, and is, is interested in marketing is what would, what would that skill set have all kinds of skill set what they have. What kind of things would they be using or what is their experience level, that kind of thing so these personas really help us that decide where would they, where would they be where are they located so that. So, we found the idea of doing personas for for those to be quite valuable. And here's an example of the, the kind of volunteers we tried it right so you see. We have a new, someone who's a new contributor. Jane here is a university student skilled with Python is looking for an open source project to start making competitions to she's 20 years old she's from Nigeria. And, and, and one thing we went afterwards was to say, what problems did you have trying to get into open source or what, or even to the kind of project. And so the. Yeah, you know, like documentation did some of the documentation is not work. And so these are ways to treat you think like, okay, you know, they may be problems. Same thing goals, but they want to be, they want to join the minimum project. They want to be part of the community. So we have Ruth, who is a graduate microbiologist now, not your typical maybe of the source developer, but, you know, she, but she's trying to change from being a microbiologist to a self learning to a developer. So actually, Ruth, it could go is actually a real, a real, a real person and a real volunteer who helps us is actually on our team mission team. She's actually been, have been accepted in a number of talks, and so forth. So her path is, it's been quite fascinating to watch as she also gets into the open source world. And so she makes a really good persona of what is what would be a typical kind of volunteer will be their background. So, so we have let's stop for a moment. And let's think about where we are right now. So we've gone through about 10 slides about what what is a what is the working idea of your role of your organization. So you have a working idea of how this project works, you know, working idea how it interacts with others. In fact, there is an opportunity here to think, how do they interact with other products, right, so nothing says that you don't, you can't look at it from that perspective, that you can't not look at it from, from that right. In fact, there's another initiative, talking about an app ecosystem, where we are doing a matter project where we are looking at how we interact with each other as a overall ecosystem of various degrees. And, and then we looked at what kind of projects are volunteers and your background. So, these are all pieces that information that we can put down and, and, and refer to as building blocks. When we go through the rest of the initiative, right, because sometimes they're, they're maps, they're maps of information to, to refer to to see where, where are things going on and where are the stress points, where are the various lists. But that's not, that's not all we're doing right now. Now, if you remember way back at the beginning of this talk, I talked about how the project is a complex project with lots of different teams, and every maintainer has their own idea of doing this. Now, from a social engineering point of view, how, you know, how does, how do you convince a team to do that because if you're going to take on and grow a team. A lot of times that might mean adding people, it might mean doing documentation, it might mean changing how they manage your project. And, and so if you can't, my point here is you can't do a top down approach and say, This is the way we're going to do it. There's too, there's too many open source doesn't work that way or free software does not work that way. It requires the ability to convince someone that this is the way to do it. This is no different than how we do development.  Well, you're making this change. But you're, you, I mean, tell us how this will actually help us. And, and to do that is you have to find a team that will actually be willing to work with you, because they do want to grow their team, that they are in a position where they're exhausted, that they are to continue doing what they're doing, they need more people and they're suffering burnout or various other things. Those are a great team to work with. I mean, one, it doesn't actually have to be a team that is in dire straits but that's one example. Another one is an upcoming team that may be just starting out and wants to set the right foundation for growth. That's another kind of great team to work with. So, so that's, that's a thing. So start with one team, and then work them to be successful. And then you go and say, Hey, listen, we have the metrics, we have the ability to show that we grow this team to a point where we can. Now, they're working great and they're set for the future, because we understand how this team grows. And we want to do that for your team. So this might seem familiar to a lot of you who are in the corporate world. We have to do kind of similar things. And a lot of times, if you're working with sister teams, we, a top down approach doesn't always work right so. So, my password. Okay. All right, so who was the team we work with. And in this team, this is actually a team, but it's actually a, the set of mentors. So the mentors team are the people who help with mentoring folks who are coming in. In GSOC, or outreach, or things like that. These are internships that come in. And we have to build, they come in and then we've got to have to do the onboarding with them. Now, unfortunately, it's been the same set of mentors that's been happening over and over and over again. Right. And so, now there's a sense of burnout because no new mentors are coming in to help expand in an equitable scenario. So the old mentees might come back to mentors. So, so the thing is, if that's the case, why it has, why have we not scaled mentors to the point that we can have more folks because a lot of these mentors are also maintainers of projects. And so the combination of mentoring, the combination of maintaining a resource project, and then work and life, all of that ends up becoming quite a bit of problems. So, so this, this is, this is what they came to us with and say, help us figure this out. And figure out how we can grow our mentors because we're feeling beat up every year. And each year it's getting harder and harder to do the mentoring. So, with that in mind, the idea would be to do a problem statement. And the problem statement is works like this. And we define that mentors are exhausted and burnt out. That's a problem statement. And they are dealing with problems where they're essentially repeating the same onboarding process over and over again. And this is sort of part of where we gather the data right so we look at what all is happening in the time that they're going through this. And so we started by interviewing mentors and mentees. And, and for each of them, we built a, a problem right so we start off with the mentors. And so they source it for those who are curious of what are some of those problems and maybe some of you who are mentors at Opus on open source and Richard you saw, you, you might have seen some of this. They've had problems with language problems with misunderstanding things. There are problems with cultural backgrounds. What it may constitute a joke may not be a joke. And so there's all these things and that's just the cultural human interaction issues that actually happens regularly with just many types of people, but also avoiding them into the project so a lot of them are the same set of questions there that are being asked on a by angle basis right. Why does this happen, why does this happen, why do we do this and then so you end up having to go through these cycles and over and over again and people get tired of answering the same questions over and over and over again. So it gets a little bit taxing when you're doing all those. So, then we went with the mentees and and so that's a different set of issues. A lot of them comes a lot of that, like, they never feel like they're part of the project because they do not. There's no socializing so like mentees are working in a vacuum they have they have almost a father war right so you have a group of an intern working on a project and then they are they have their set of their mentors and then a channel where they hang out in and and then that's it though but they're not they don't see the other mentees, they don't see the other people working on this so they never get into a area where there's there's camaraderie or any kind of things so they don't actually feel part of the project, right. So, in fact, the only time they feel that way is actually when they come to the in person conferences and actually meet the other other interns so so so so so that's that's a interesting thing is that is that's the only time and then they kind of did it all comes together now with these coven times and then the virtual that's much harder now so how do you build build a rapport and so these are the kind of problem statements that going through that we record one after another and and call it all new responses. So, once you have that, and this is, this is sort of where we're still at that previous stage or again all this time. Unfortunately, when when you're dealing with a group of people who are already resource. They're limited. They also don't have as much time to talk to you either. Right. So, so the process can scale a little slowly, because we have to, we have to go at the speed that they can handle to do it so. From here. It's a it's more of a projection of what should happen. And so I'm heading in that direction so at this point we build a project plan and and I take a lot of how we did this from the chaos project. So we, I'm involved in a chaos project working group and actually, Georg link, who I work with is giving a talk at the same same time slot so if you've seen mine and you should definitely go and see this talk. And anyway, as an aside, the project plan so how do we how do we build that so once you have the pain points or the thing you have to start working on. What is the, how do we address each issue. What is required and a lot and a lot of times, it's not usually again, adding more developers. And one of the interesting things that I have noticed that my open source projects. They say we need developers but they never say we need more project planners, or we need people who know how to triage or we need, you know, so a lot of time order is what we need more than anything else. And as we went through this, I actually, when we went back on interaction map or roles, I put, I put project managers or something is like, probably needed, because they, they understand how to look at how something is happening and correct, correct things. You know, they can understand what skill sets are needed. What we're all those things as a project manager myself for time. This is sort of this is an evidence of that mentality. And so if you're. Going back to the document, you're, you're, you're saying, okay, to do this, we're going to have the right you start up with what are the tasks to so it going back to the mentors, if you say, we are repeating the same thing over and over again, you're well, that means that we, we need to write documentation. So, once you have the documentation, then you go, well, I need to look that up. Now you've already went through the roles and descriptions. So you know, because all those things are laid out for you, you're not sitting and wondering, what do I need, because that's why you want to go in and document those roles, so that you can go back and say, yeah, I need this because documentation is not just documentation because there's many kinds of documentation. So if you're, if you're trying to document the project and what it does, then that's one of mine. It's not the same as a documentation team who's writing online help, or are the people in engineering who are writing APIs, right? This is cultural description of what we do, how does it happen. And or, or on the sense you go to the release team, say, well, those are the people we need to, to write this stuff. So, now you're able to get, because you did those roles, you can get much more detail over what is required to make, make that happen, right. And so that's, that's, that's the exciting part. And you don't, you don't, you're not thinking, you're not lost in how to do that because you have those things laid out for you. So, again, once you do this, you write that and then you, if you don't have a skills, then you're going to be mapped to the skill set. If you don't have a skill set for that, that means we need to recruit that skill set. And so now you know, as an organization, where to put time, effort, money, or any kind of thing, because you know, where at least to where it fits in in the overall scheme of things. And one thing I've got to understand about volunteering and recording is that you can always find somebody who would be interested to work on this project. I, there, I, in just this initiative alone, I started with one person, and I've got eight. I started another initiative. And I started with one and then became three and then became seven. So people are, and all of them have very different skill sets of whatever it is. Is this in the ask, but once you have the ask, you better know what the context is to get them in through the onboarding cycle, right. So that's something you have to think of. And the last part I didn't talk about is how do you measure? How do you measure success? So when you're going through it, you need to think of, what does success look like to me? And, and how do I record that? Because otherwise we'll never know that your team proved properly or maybe there's some wrong adjustments. So those are, those are things. But so once you have that plan in, in, in place, then you can, you've got your resources in play. You have, you put your issues in and get lab or get up or whatever it is. And you have some semblance of a plan. Now, I'm not guaranteeing that you're going to get there, because it's volunteer right. And that's one of the big things about community projects is volunteers is, is non fungible, right. It's, it's, they're there, maybe they're not there like this and you should be, we should be grateful for whatever work we can get at any time. I love the project, and they have a great experience and things like that. You know, going through this, I think really percolates interesting ideas. So one of the, one of the great things as an aside. We, we figured out was as part of mentors is we don't have a video that that doesn't is an onboarding video.  Clackety clack or something. And they go through this whole spiel about whether this so that you feel like you're part of the, the, the camp right in some ways. And I realized that we don't have anything like that. And, and so once we put that in there, like, Oh, well, if you map that back, I need, and I go look for the roles and I need a video guy. There it is. There's the video guy. So, and then you look at the person and well, where would I go and so, so you see how those things all map out Once you have measured and you've got a roadmap of success, you're going to be like, Okay, we got something right. And this is where the social engineering part comes in. Once you have a happy say the mentor, they're going to be like, Wow, this is a great and a great experience, you're feeling better. So you take that experience and you walk to the next group of people. You're the next team that might need help. And by that time, hopefully your team is diversified and, and, and you're not burned out going from our views because it does take a lot of effort to to plan all these things right so then you go on to the next team and then you decide okay Alright, now what, what do I do now, right. And so that and, and I show them, look, it works. You should do it too. Here it is. Now, each one of them are going to be different and how that plan gets executed because each of them does work differently. You know, working with mentors is going to be very different in working with the engagement marketing team, they're completely different sort of things. What they might feel burned out on could be all kinds of things can own as a project that is as close to human beings as a whole normal human beings not it tag or anything like that gets a large share of noise that could lead to burnout right so how does how do you deal with burnout when there are individuals or things out there that are constantly giving negative, negative vibes. So that's just an example of issues or if it's a release team, you know, they're constantly thinking about what is part of the project sometimes they're in sometimes around, what is this consistency and another challenges so like and each one of these have different stories that you have to address but that's one of the great things because no team is like. And so, when you start again, it's a completely you want to say slate queen and you start again. So, but so I gave a bunch of a size of experiences but a lot of things came to life for me, you know, and I do know this process is pretty slow. And, and it takes time. But if you have a good set of people, they can definitely help. And it feels great not giving this time I feel excited about doing this and you can see how I'm talking I'm animated right. The stuff is amazing I want to do this right. So, so this, this is something I care deeply about. As I do the initiatives that I've done is that putting something that scales and and use your good onboarding process is pretty, pretty cool. And along the way, we picked up other folks who we almost had. Sorry, for free freeze. But a lot of things like, I do a lot of things I did not know about, you know, before and I've been here 22 years. And this process was funny because I'll give you one amusing anecdote is, I don't think anybody in this project actually knows how I'm going to release habits. And so, so it is magic. And, but it's like, like something something something that suddenly it just sort of comes together. And I lose happens it's it's, it's quite thrilling. But again, there's a lot of things I did not know about. And when you ask around like, how does this happen. I don't know. I don't know. Again, it's. So, um, matter bits is, as I was saying previously, I modeled this around chaos project, which is an amazing project, we should be involved in it. It's awesome. It really, it really laid the foundation down to how to do this initiative. And there is a initiative before that I'm working on the call the app ecosystems where this is actually met up. So I'm doing with the project but that is the entire ecosystem of Katie genome and other other large community projects, and how do you be able to create a dashboard just it's the same kind of thing. The other parts was, I invited as part of research. I invited a lot of external red hat, and other places that was that was that not only we were able to talk about things like what was your onboarding process like we had a few folks from open stack and then we had some folks from red hat. We've talked to us about various other things. So, so just, just, just turn a little bit like a lecture series so it was, it was really, really quite great and of course the revelations we were can stay with mentors was fantastic. I was really excited about feedback and I'm like, how do we fix this, you know, this is great stuff. I'm, I'm really into key learnings and, and again, I love to repeat myself. So, if you do do this. Feel free to talk to me. It gives you, again, the, this process gives you a lot of insight. There's a lot of context about how do you understand and understand the issues and things like that, and each thing is different. So what works for us may not work for you. So, if you want to, if you want to come around with us, I'm happy to share the work we did with documentation, the overall project plan we did. We have recorded meetings, some of the meetings that we did with open stack and red hat are all, are all recorded. So if you want to see some of them to do that. And, yes, that's pretty much it. So that's the end of my talk. And I hope you enjoyed listening to me virtually. I certainly enjoyed talking to all of you about this. Again, I'm super, super excited about this thing. It's really awesome. And I hope to come back in about a year and give an update on how things worked out. And if it worked out the way I expected to, if it did not, you know, it'll be, it'll be, it'll be interesting. So, if you want to contact me, you can reach me at my email, I'm sure you can on that art, or my personal address for you. You can follow me on Twitter, although that's mostly politics. I don't know if you want that kind of thing, but feel free to follow me. I, I forgot to put in my debt to, but I do have a debt to where I do focus on technical topics. So anyway, I think I'd like to thank the Linux Foundation for being a part of this. And thanks again. I'll be staking staying. I'll be here online. So if this is a recorded talk, I'll be around to take questions. And be happy to answer anything you might have. I have a wide set of things I do. So, thanks again.


Okay guys, today we are starting something brand new, but before we start, everybody eyes on the whiteboard.  On your whiteboard, can you write 654,000 289 ones in standard form. Standard form. 654,000 289 ones in standard form. When you think you have it, compare with your neighbor. If it's different, figure out why. And thumbs up to me when you and your partner both have it. Luke, you okay? I want it in standard form, sweetie. So, Mirella, help your partner. Does he have it in standard form? That's unit form. Put it in standard form. Mirella, does he have it? Luke, does Mirella have it? Excellent. Okay. Don't erase it. You should have 654,289. Now, can you write 245,164 ones in standard form. Don't erase. Don't erase. Add a new number. When you think you have it, check with your neighbor. Do you need a marker? 245,164. Thumbs up if you and your partner both have it. Good. Now, can you add, oops, can you add both numbers using the standard algorithm? Can you add them both up using the standard algorithm? When you think you have the answer, check in with your partner. If it's different, figure out why. If you need to erase something and re-line your numbers up, that's fine. Standard algorithm. Go ahead and add them. Check in with somebody when you think you have it. Talk to each other. Jack, do you and Richie both have it? And you don't have to whisper, boys. You could talk. I have eight. So, do you guys have the same thing? So, what are you gonna do? Well, you gotta talk it out and figure out who's, what's up? Look at them carefully and see if you can figure out where that somebody's wrong. Oh, I think I put 255 here. There we go. Did it match? Yep. Did you guys match? Thumbs up. I see lots of thumbs up so far. Great. Okay, erase your boards.


Right, here's the scientist by Coldplay. It's an amazing band and the piano parts are very, very unique and Most of his parts are chordal. That means it will be It won't be very melodic or very showing off in nature, so to speak That's because he's also singing and it's a very sort of peaceful laid-back kind of song. I guess So in the song There are two sections what you would call as the verse and then the chorus, right? So the verse and the chorus are basically on the key of F major scale So just to go through that in the F major scale You have three major chords and three minor chords, right? You'll have F major which is your major chord B flat major and C major and then the minors G minor A minor and D minor and lastly the diminished chord, which is E diminished Now in a pop song, I don't think there'll be a lot of Diminished chords being used. Well, you never know So I would imagine that most pop songs or rock songs will stick around the major in the minor chord variety Okay, so it's always good to write down the chords all all the available Available chords before you start a song or before you start learning a song in this case Since it's pretty much on D minor or F major We try to just limit to those seven chords three major and three minor So what he does in the verse is basically a six four one five chord progression That's the six of F major, which is D minor Then B flat major which is the four Then the F major, which is the one And then there's a C major, which is the five. However, he plays it in a rather interesting manner the D minor He also adds a C to the chord. So Now I haven't seen him playing it, but I would imagine He plays the C and the D together with the same thumb, okay Well, you just have two thumbs. So I don't think you should do that Anyway, so this is this will work This is the first chord and B flat So there's also that This is just a little melodic phrase B flat to C. So let's do that again. D minor two three Four B flat two three That's B flat and C. So I've also notated that down in the grid. So you have D minor to three four B flat two three Four and so at the end you're sort of playing B flat and C as individual notes, then you come down to F F two three four C C sus. So C suspended chord is a very interesting chord. It's essentially You're not playing C major immediately as you would you're playing the F and then the C. So So he resolves the sus chord to the major at the four and that's generally what suspended chords do They they sort of make the major chord They make you wait for it. They even make you wait for a minor chord as well So there are quite a few songs which use it. There's summer of 69, which you guys should check out There's also the show must go on by queen and I've also done a video on Creative usage of the suspended chords. We'll put a link in the description. Just make sure you watch that one, okay? So let me do the entire verse section again and call out the chords as I'm playing and remember D minor is no longer a D minor as such It's played with a C. So that makes it a D minor seventh. You could say And the style of playing it on the piano is very interesting You do two hits in the left and one hit in the right So it's like you're playing chords in both hands Be flat Let me do it from the beginning B flat major F major major C sus 3 C major back One and two and three and four and one And three and four and one and two and three F major And then we go to the next part, which is the B flat part So I've written down the chords. So it's very very unique chord chord progression. You have B flat major Again keep that going and that's a C sus. Don't forget. I taught you that in the verse section, right? So that's B flat major Na na na na F B flat again no F again Okay, so let me break that whole section for you once more From the B flat, which is the second part of the song B flat B flat again F C sus 4 B flat Come back to F. So what he does is he does F for four counts The last cycle of that part This is an A minor 7 so it's an A minor with a G on the top. So that's a four-note chord F 2 3 4 a minor 2 D minor 4 So what I've marked out there is a minor and D minor are played. I've put this sort of Bracket there that indicates that it's played for two beats. So you're gonna go F 2 3 4 a minor 7 D minor and then C Pam Pam Pam So he also plays a filler at the end so with the C chord 1 2 3 4 and 1 And he stops at the next one of the next bar 1 2 3 4 and 1 That's C with E D with F E G basically closed thirds Okay, so let me do the second half of the pre chorus or chorus if you will so B flat A minor 7 D minor C 2 3 filler So once he sings start you play F B flat F F which I've written down and then it goes back to the first part Which is D minor B flat F and C, right? So Let me do the entire The entire second part which you could call as a chorus F C B flat again F and now a minor 7 D minor filler F major And this goes on I think till the end of the song so Yeah, it's pretty easy a song to play with the chord progression But as you get into it, it's quite interesting and it will teach you a lot As you grow as a musician and as a pianist so just remember the time feel is 1 and 2 and 3 and 4 and I'd like you to count like this throughout these songs, okay that's the feel and There are some chords Which you may not have heard before or learnt before one is the suspended chord as I said which is the root The perfect fourth and the perfect fifth example C sus 4 which is mentioned And there's also things like the A minor 7th or the D minor 7th chord a minor 7th chord is nothing but a minor chord With a flat 7 on the top or at the bottom wherever you play okay, and There was also a cup. There were also a couple of other chords which were marked out like a minor 7th over F, right? So so that was at the chorus Now F So he plays a minor 7th, but what I've written down in the In the chart is it's a minor 7th with an F bass. I think I forgot to mention that slightly earlier So when you play a minor 7th in the right hand, just make sure you play F in the left hand It makes it sound very very spacey And Then he does D minor with an F bass normally you'd be playing a D minor But in this Coldplay song, we have D minus with the F and similarly a minor 7th with the same F Sort of makes it a major 9th Then you'll have a D minor over F And then the pattern just remembers 2 is to 1 right pretty much throughout And try to go with the feel of the song and the volume of the singer as he or she goes through the track So the singer gets louder You can try and go louder with the singer and that's one of the unique aspects of learning a Coldplay song There's a lot of dynamics. It's pretty much the same chord progression throughout But there are a lot of dynamics which you have to follow Right and a lot of that comes from the piano. Yes, it does come from the drums and the other musicians But the way he plays the piano adds a lot to to the whole thing, right? So 2 is to 1 left hand is to right hand 8th note feel F major That's pretty much it. So it's time now for you to start playing this song and nail it Cheers Don't forget to like subscribe hit that bell icon for notifications Leave us a comment for any other video you'd like us to do next and Don't forget to share the video with all your musician friends. Cheers