You can be anything you want when you grow up. If you work hard, you can accomplish anything.  We tell our kids these things and hope that one day they'll be true. But not everyone gets the opportunities and can avoid the barriers to be anything or anyone they want. I grew up on Long Island, below the poverty line and often without hope. And when you grow up learning that the odds are stacked against you, you realize the easy choice is to accept your situation. The hard choice is to fight. And I did. As an activist and organizer, I still do. Not just for me, but for others like me. For the people that have no voice because they've been silenced. Or just never knew they could speak up and be heard. We've been told by those in charge to wait our turn or stay in our lane. Well, right now is our turn. And fighting for solutions that affect our future is absolutely in our lane. I believe everyone deserves a seat at the table. But the table itself is broken. Rotted by corporate greed, the super rich and generational politicians more concerned about their next election than our next school getting shot up. Right now, just having a seat at a broken table isn't enough. We need to build a brand new table. A table with space carved out for everyone's voice. Where boldness, courage and leadership are championed. A table with fewer politicians who are out of touch with everyday people. And more everyday people changing and shaping our futures. Relentlessing their pursuits and driven by the passion to make a difference. Our district deserves common sense solutions fought with the urgency they deserve. Because when we all use our voices together, we can make a difference. Our district deserves better. The status quo isn't working. The rhetoric isn't working. The thoughts and prayers definitely aren't working. If we really want change, if we really want progress, we need to fight for it. Together. I'm Melanie Derigo and I'm running for Congress in New York's third district. We're building a movement. Let's build it together. Hello, everyone. I am here with Melanie Derigo running in New York's third congressional district. And she is here to talk about her progressive campaign. Melanie, thank you so much for coming on the program. Thank you so much for having me, Mike. I am excited to talk to you. You're running a fantastic campaign. And your slogan is elect better Democrats. I absolutely love that. What does that mean? Well, I guess it depends on who you ask. To me, it means that we really have to look within our own party, because what we have discovered is that while we have certain representatives that bear the Democrat moniker, when we look at their votes and their actions, they're not really living up to what it means to be a true, or what I think it means to embody the Democratic ideals, and in many cases are breaking with the party and siding with the Republican party right now and their votes in action. So we're calling on people to pay attention. It's really a call to action, right? To pay attention, understand who your representatives are, and if they're not representing you, well, vote them out and represent someone who does. Hence, elect better Democrats. I love that. And this really isn't about like a new type of Democrat, not to be confused with the new Democrats, which are centrist. But I mean, you know, there's often this talk of the Democrats are shifting so far to the left, and they're just crazy. They're socialist. But really, what this is about, if you talk to most Democrats, is just getting back to their roots, like the FDR roots of economic populism and making sure that we're not leaving anybody behind. So you're running against, his name is Thomas Suozzi, I'm probably butchering his name. That's okay, we can butch it. No one needs to know his name anyway, right? Yeah, yeah, yeah. So he was just elected in 2016. Now, I'm curious, why do you think he needs to be challenged? Because if he was just elected and you're already primarying him, something is wrong there. He's clearly not it. So why do you think he's insufficient? Yeah, and just for a little bit of background, he served as mayor in a town within the district for many, many, many years. And then after that, he was our NASA County, which is a county on Long Island, the NASA County executive for close to 10 years. And then he lost that election twice. He lost and then he tried to run again and lost again. And then a few years later, he ran for Congress. So he's been around. He's been a career politician in my home in Long Island for over 25 years. And when he got to Congress, I think that there is a little bit of space. Like at least not everyone is that way, but I give everyone the benefit of the doubt when they start out. You got to give them a little bit of space to get their footing. That's fine. But what I have seen very consistently over the last four years is that my representative does not, as he said earlier, he doesn't represent me. And when you have a representative that is almost exclusively funded by corporate donations, when you start to see when they break and have this very strange vote that is really in direct opposition to what I believe is Democrats we stand for. And then lo and behold, there's one of his donors that benefits from it. I think that's a major problem. And that's a problem on both sides of the aisles. You know, it's not just a Democratic problem. It's definitely a Republican problem as well. And I think we need to expect more from our representatives because something has changed under a Trump administration and we're paying more attention. I think the people want representatives to represent them beyond corporate money. And one of our sort of our first encounters or our first sparring matches with my current representative is his position on immigration. You know, he has this incredible story of his parents immigrating here. You would think someone with that kind of background would really step up and fight for immigrants, not him, unfortunately. He was one of the few Democrats to break with the party and support ICE. He went down to the border and came back and said Customs and Border Patrol is doing a great job. We've got to support these guys. We've got to support ICE. We've got to fund them. I went down to the border this past summer. I volunteered down there with a few friends. And I'll tell you, I had a very different reaction. You know, I had I was fortunate enough to be able to go to a shelter in Juarez and meet a lot of people who had either presented at the border and had been processed and detained and now we're waiting for their asylum case. Some had told me about their journeys where they were waiting to present at the border, which with them they would get processed and detained and then get sent back.  We're all in this together. And it was very moving and it was very heavy for me. And when I came back to New York, it kind of supercharged me and I wanted to fight for immigrant rights even harder. So it was really shocking to me how someone could go down and he had much more access than I did to the actual detention centers and how you could come back and support the horrors that are happening down there. It's very surprising.  And I think most of us ideologically would say, hey, that's a great theory, but I think under a Trump administration, if that's what you're a part of, one really has to question your motives and your intent. So this particular caucus was instrumental in that, what I call a sham of the humanitarian aid bill that was passed just before 4th of July this year. And I'll just, again, give a quick overview of that. There was an initial House bill that had many protections for migrants put in it. Of course, when it got to the Senate, Mitch McConnell did his thing and he, you know, crossed out all of the protections and he increased funding for ICE. It was a $4.5 billion bill. So taxpayers are paying this. And over half of the bill went to expanding shelters, not to humanitarian aid like representatives would have us believe. And his caucus was instrumental in telling Pelosi not to negotiate for these protections to be put back in after McConnell stripped them out. They told her, we won't vote for your bill. Vote for, we're only going to vote for McConnell's bill. And why would anyone do that? I mean, it was, and I spent a long time climbing, you know, really reading, clawing through the bills and understanding what was in them. And it's, to me, I just can't understand. It turns out later on when I questioned him on it, he later admitted that he didn't even read the bill. Oh, wow. Right. So, you know, like, I, look, I don't, like you're representative to have, you know, very intense schedules. I get it.  You don't want to read the whole bill because you don't have time. Okay. A $4.5 billion bill, you don't even read it. The bar is that low. And then, you know, of course, I'm obviously a woman. I have three children. And, you know, my representative did not speak out against Brett Kavanaugh. He has not spoken out about the abortion bans popping all over, popping up all over the country. He has long supported the Hyde Amendment, which is an amendment that adversely affects, you know, women of color, women of low income, young women, and makes it nearly impossible for them to access abortion.  But, you know, even the things that he votes relatively fine with, it's just like empty lip service. Like, we, we need to represent it. We live in a coastal community. Like, we need a representative who's really fighting for a Green New Deal and not just kind of gets pushed in a corner and feels like he has to say he supports it. Build those alliances. Build those coalitions. Like, no one's got time for that. You know, no one has time to wait around for these representatives to take up space only to represent themselves. Yeah. And as you describe this, like, the only thing that comes to mind is this sounds like a Republican. Like, why not just switch parties at that point? Like, if you're siding with the Trump administration on something like immigration. I mean, for me, like, I just talked about a report on my show from AP that talked about how there were, what was it, almost 70,000 migrant children detained in 2019 alone by Trump's administration. Like, this shouldn't just be left to right. This should be a human thing that we all kind of read. And we have this visceral reaction to it because this is human suffering that we're causing. So for a Democrat of all people who should be, you know, the loudest in speaking out, it just, it doesn't make any sense. Yeah. You have an immigrant story, you know, in part of your history, your personal history. Right.  He was one of the last Democrats to the table to support impeachment. We were pushing him really hard on that.  You know, as I mentioned, he's the vice chair of the Problem Solvers Caucus. And most of us worked really, really hard in 2018 to elect as many Democrats as we could. And, you know, winning back the House was a huge, huge achievement for us and, you know, for all of us. And one of the very first things he did when he was elected, he held up Speaker Pelosi's speakership by, you remember there was that group holding the coup and what they ended up doing was changing. And this is like super wonky, but I have a feeling your audience kind of like digs the wonkiness like me. So I'm going to get to it in a minute. You know, they basically negotiated this rules change that weakened Democratic power by giving the minority party more of an influence. So if they had a certain amount of votes, they could bring a bill to the floor, which look, maybe we can talk about under a different administration, under a different president, maybe that would have been a decent procedural rule to change. But after we worked so, so hard, it just felt like a slap in the face. You negotiate a rules change to weaken the Democratic party when this is the only check we have on an absolutely lawless president. And he touts that as a win. So when you say that, you know, he kind of should be on the other side, like, I mean, that's something on the other side would definitely tout as a win. It's not something that a Democrat under the Trump administration should be touting as a win. No, not at all. And he's happy to give that over. So there are a lot of good reasons to challenge him. But mostly I really just believe that my district deserves a leader. We deserve a fighter and that's not him. You know, so I'm stepping up and I am building coalitions and we're building momentum and we are pumped and I'm really excited about the campaign that we're running. Yeah, I love your campaign. And the way that you describe the situation is we don't just need more voices at the table. We need a new table. Like the system is rotten to the core. So explain kind of your broad philosophy politically and talk a little bit about yourself because this isn't just about that Republican like Democrat who's empowered. This is about someone who would bring true change to that district that I think people in New York's third would actually love and admire. Yeah, yeah. So I'm glad that you talked about the table reference. I think you have like, you know, Shirley Chisholm said if there's if there's not a seat at the table bring a folding chair. And I think she was so inspirational for so many reasons. And I think a lot of women in particular started to do that. But when you get to the table, you realize that that table wasn't built for you, right? And that that's it's sort of this, this, this microcosm of our government, right? These spaces weren't built for us. It's why so many, so many mothers don't run for Congress because they don't know how to navigate that with raising children, right? But we look and almost all of our Congress is, well, not anymore after 2016, but I think before 2016, everyone in Congress was a millionaire. Yeah, like half, I believe. Yeah. I think it was more. Oh, really? I'll have to check. I'm going to check and I'm going to send you the staff. Okay. It's astounding. It is astounding. These spaces weren't built for us. So we're building a brand new table. And what that means is that we are building this movement. It's not just me, which is even more exciting, right? There are candidates all over the country that are stepping up with similar philosophies. And we've built very strong alliances here with a lot of the progressive candidates, which is really exciting because we kind of help each other out and boost each other as much as we can. But it's really about restoring power back to the people. So we have a broken healthcare system. We all know that. Who is this healthcare system working for? This funny, I chuckle, this idea that people like their health insurance, nobody likes that. So I have a time when people don't even know who their carrier is. It's not the health insurance. You may like your doctor. You may have a relationship with your doctor, but you don't like the health insurance industry or the health insurance carrier. So I am a huge supporter of Medicare for All. I spent my career developing health improvement programs for patients, for clients, for families, for kids, and ultimately for organizations. And I saw that whole world, and I know what goes into it. And the truth of the matter is that healthcare costs are unsustainable. They're unsustainable for consumers. They're unsustainable for employers. And it's just insane that we allow, we live in a world where we think it's okay for senior citizens to ration their insulin, where 20-year-olds are starting to go fund me because they can't afford their medication or their medical procedures. That's insane. So broken system, new table. We need to build something new. And right now I think that that is, I think it's Medicare for All. That to me makes sense. A green new deal. It's a completely different new system. It's a new way of thinking. Yes, we are, through it, we are essentially getting rid of our fossil fuels. We're switching to 100% renewable energy. And that is very exciting. We need to do those things to save our planet, but to focus on frontline communities. Like that isn't, we don't do that in America. We, for some reason, there are, and this has been done since the dawn of time, there's something within certain people, and I'm not going to specify which party does this more frequently. Your audience can probably guess. There's something within Americans, we're not even Americans, we're within people that they want to kick people when they're down. They want to invest and kicking people more so they can stay down. And I just think that is so backwards, and we need to invest in lifting people up. And that's what this campaign is about. And so whether that is figuring out ways to fund public education in ways that make sense, funding public colleges so people can get an education which will ultimately lead to a thriving, more innovative country for us. Restoring rights, which shouldn't be something it shouldn't be new, it shouldn't be innovative, but unfortunately under a Trump presidency where he's rolled back and discriminated against so many marginalized communities, it's about creating a world of equity and equality. And it's really, it's returning government to the people. Yeah, absolutely, which is crucial. And you talk a lot about big money in politics, the corporatization of not just American politics, but the Democratic Party. So I'm curious because you are all about basically reforming the Democratic Party. What would that look like practically speaking? So let's say you get elected to Congress and Medicare for all comes up. And there's going to be, we'll say like a really large portion of the party that is going to vote against it. How do you, as someone who would be kind of a target from leadership, because I can't really foresee a situation where we get a progressive as a leader anytime soon. But like what do you do because there's going to be pushback against you and members of the squad and progressives. They're going to try to marginalize you. How do you fight against that within the party? Yeah, I think it is about, well, firstly, I will say I'm hopeful that 2020 will yield many progressive seats. Yes. And I think, you know, the more we have people who want to lead because it's an intrinsic motivator they want to leave for the people stepping up and running for office and the more we get in office the stronger we become as a coalition, right? Because there are power in numbers for sure. But I think that we have to get a little vocal and we have to get a little loud. You know, ideally running a campaign is a lot of work. Running for Congress is a lot of work. I think it's meaningful and it's important work, but it is, it's nonstop. It's seven days a week. You're pulling 10-hour days, most days. And so it's a lot. And then if you do end up getting elected, I think you have to look at it like, okay, your clock starts there. Of course it would be great if you got re-elected and you can continue to do the work that you're doing. But I think what happens is too many people get to Congress and they say, oh, how do I stay here? And I think it's the wrong approach. I think we need to win seats and then say, what can I change here? And you have that, you have your time, right? You have two years to make as much change as you can. It's building coalitions. It's trying to get through to the other side.  So a lot of the Democratic Party takes a lot of money and they don't want to vote against it. They're big donors from the insurance industry and medical suppliers, pharmaceuticals. So it's trying to build those bridges. And I'll see when I get there what the response is. But if the response is not positive, then I think we have, it's our responsibility as representatives to continue to build within our community, right? Because once you get elected, your work doesn't stop there. It's not just about fighting in Congress. It's not just about introducing legislations. But it is about doing the work at home and building support and having, like creating a national conversation around it, right? Because if the people rise up, well, those politicians will have no choice but to side with their people or they'll get voted out. And I think that's the fear we need to put in these politicians, not that, oh, your donor might not donate to you, but that your constituents will not be there to back you because you won't represent them. Yeah. And I think that what makes candidates like you and AOC and Ilhan Omar so different is that you guys aren't reliant on that corporate money that is raised by leadership. So Nancy Pelosi can whip up votes for something because if they don't comply, she can shut off the funding mechanism, which they view as the lifeblood, you know, to get elected and reelected. So you guys don't have to worry about that because this is a grassroots campaign. You don't take money from large multinational corporations. This is a people-powered movement. So that in and of itself, like even if we can't get like 50 plus 1% of progressives like you in Congress, just having a really large block that's vocal, I truly believe that that can actually make a difference. So let's say, hypothetically speaking, the 2020 election is pretty successful and we brought in the squad and we have like 35 members of the squad now. Very bold, vocal, progressive people in Congress. What do you think can actually be achieved in the event we get a Democratic White House? Just with that squad, do you think that is actually enough to get policies like Medicare for all through if it's like 35 members? Is that big enough? Listen, I think you look at the impact that Representative, I have to give her the respect Representative Ocasio-Cartes has, right? Yes, yes. Look at what just that one person has been able to do. Look at how she's changed the dialogue. I mean, it is, it's incredible. I think, and it really depends on who the president becomes, right? I think if we have Bernie Sanders presidency, well, then yeah, we're going to get that passed. But if we, if for some reason the world goes crazy and we have more of a, you know, moderate Democrat in the White House, I think then it's incumbent on the progressives to really push for it and represent it. And one thing, I'm sorry, I meant to mention when you asked me about, you know, building that leadership and we talked about the corporate money. I'm not sure if you're aware, but I recently issued my first policy, which was around getting corporate money out of politics. We know that Citizens United is, it has been so detrimental, you know, for our country. And I think, and it's going to be really, really hard to overturn that. And there, you know, we can, there's all different kinds of theories and ways to do it. But I think it's about thinking outside the box and really holding our politicians accountable for what they are doing, because I think most people are not aware of just how much cash, how much money corporations and dark money are really filtering through politics. So I launched the paid by act and I'm happy to say that several of my, my progressive, you know, hopefully future colleagues in New York have, you know, signed on to the policy and now many around the country have. And essentially the paid by act is politician accountability, oh, give me one second. Politician accountability information disclosure is benefiting you. So paid by, and essentially what it does is it would require a politician to disclose when they take a vote, like a major vote. It would require them to disclose how much money they took from a competing industry. So like you see like a Pete Buttigieg who's sort of done this flip-flop where he supported Medicare for All and now it's like this, Medicare for All who won it, public option, whatever, he's spinning. But he has, you know, taken a lot of money from, you know, insurance medical industry. So he would have to disclose that. And I think it's important for, you know, for Americans, for constituents to see that and understand that because that context is just, it's paramount to understanding if you represent or represent to represent the people. Yeah, absolutely. And I love that there are so many people running for Congress who are already proposing legislation. Like that really shows you that people who are running are hungry. And this is like this new class of people who lots of which will hopefully get elected in 2020. It's so, like it makes me optimistic. Like I always joke about how cynical I am and how, you know, my heart has shrunken and it's growing a little bit. You know, it does give me hope to see so many people running with fresh ideas who actually care about policy and they're not going to get in and become complacent and just worry about, you know, getting re-elected. Because if you have that short-sighted way of thinking, then you're not going to represent the people. You're just going to think about what you can do that's politically expedient that will lead to you getting re-elected and then you just become, like, the rest of the corporate Democrats and do nothing. So it's so nice to see people like you come to the table with fresh ideas. So at this point, I know everyone who's watching is going to be on board with you. So tell us what we can do to help you and how we can get involved and how we can support your campaign. Thank you. Thank you for mentioning that and, you know, our campaign is big enough for everybody, but as I said, we are running a grassroots campaign. So donations are so, so important. Even small donations are very important because it's really what's sustaining us. So if you can donate, you can go to duregoforcongress.com. Also follow us on Twitter at duregomelony. We're a little sassy on Twitter. So if you like to sass, come on in. And we're duregoforcongress on Facebook and Instagram as well, so follow along. But also important is to share out the information with your friends. If you like an idea, if you like a policy that I'm talking about or that I, you know, a new policy because we'll be rolling out some new ones as well, please share them. Please tell your friends. I think for, and I know, I know your audience is super engaged and it's so important, but a lot of people are coming to politics for the first time, really, right? And so sending out a message, whether it's a text message or an email to your friends and saying, hey, this is a great candidate. Why don't you consider donating? I know there are a lot of people that think, oh well, I don't have money to donate. I don't have $100. I don't have $200. I don't have $500,000, whatever they think in their head. But you know what? $5 donation, $10 donation, $20 donation. They all, they all add up. You know, and if we think about it, if we got everyone to just donate $5, we would all be running very successful campaigns. So every little bit truly does help and it's so meaningful for grassroots campaigns. Yeah, and think about this. Like in the event we get, let's say, 5,000 people watch this, if all 5,000 people donated $5, think of the difference that would make. Like she would be unstoppable and you're already unstoppable, but I mean, you'd be even more unstoppable. So Melanie, thank you so much for coming on the program. Thank you so much for running for Congress. This is a tremendous, you know, amount of self-sacrifice that I would never be up to doing. So thank you for having the guts to run. Maybe one day. Maybe one day. Maybe one day. I never thought I'd be running for Congress either. I never ever would have guessed in my wildest dreams that this would be my path, but you never know, you know, some things happen in life that ignite you. Yeah. And you know, we're fighting hard and you know, we're really excited and I'm so, so thankful and humbled that you invited me on your show. I really appreciate it. Well, I'm excited to have you on, everyone. It's duregoforcongress.com. Please donate, chip in a buck or two. Anything helps. And most importantly, if you're in that third district of New York, get involved. Volunteer, knock on some doors for Melanie because that makes all the difference in a race when she is going to go up against the political behemoth, who probably has hundreds of thousands, if not millions of dollars. So Melanie, thank you so much for coming. Yeah. Thank you so much, Melanie. Thank you so much.


Juneteenth has long been celebrated in African-American communities, and consciousness of it has been raised since it has been proclaimed a federal holiday. For many of us, there is much to learn about Juneteenth. I submit that one of the best ways to learn is to put it into a historical context. The history of the Washington metropolitan area is reflective of our larger, deeper history in this country. Like many other places, the DMV was built on the bones of plantations that were once worked by people enslaved by our forebears. The shadows of some of these places exist now only in time and in the cultural effects of slavery. Today, let us remember nearby places such as the Abingdon Plantation, whose owner's name, Alexander, was adopted for the nearby city of Alexandria. We should do this to remind ourselves and each other that emancipation came too late for some, and also to remember that this city did not spring up out of the grass, but rather was lifted by the sweat and suffering of a people who gained nothing by its construction, whose bones may well lie beneath the massive modern constructions nearby, oppressed even in death. The Abingdon Plantation lives on now, a pile of bricks next to a modern parking garage, unnoticed by the thousands of people who pass by every day. Like the memory of the institution of slavery, it exists at the edge of our consciousness. Dr. Martin Luther King, Jr. reminded us in his letter from his cell in the Birmingham Jail that shallow understanding from people of good will is more frustrating than absolute misunderstanding from people of ill will. Lukewarm acceptance is much more bewildering than outright rejection. Let us all today remember those who were enslaved here and elsewhere so that we might understand just a sliver of the joy that Juneteenth offers. Through Juneteenth, let us commit to each other that we will not forget either the bitterness of slavery nor the triumph of freedom. Let us carry that teaching with us into the future as a nation that wants to learn from its past, not rebuy it.


Hi, Lauren. So quickly, I won't take a lot of time, I'm from a Western company and we are supporting our customer around digital transformation and I've been working there for ten years now. I've been working on the M&A Topic, the United Transformation in Europe, US, Mexico and now in Singapore, since six months for a large scale company. We start this speech by giving you a bit of feedback of the 2023 DevOps market. So in a nutshell, what I have seen so far is that my customers are saying it's a chaotic environment with a huge workload where the teams are always late and over budgets and the releases are lacking quality and cybersecurity. In fact, when we're looking in depth, there are several topics that are emerging. So the delivery pace is an issue, meaning that the business wants to release a lot of releases on digital products, releasing new features and the IT teams have some issue to follow that pace. The second part is regarding global consistency and we can see that there are sometimes there are operation and quality of services that are not at the right level and same for the quality of the run, there are regression issues between the releases, etc. Regarding the target operating model and the delivery operating model, we can see that there are sourcing inconsistency between the delivery team. There are some sizing errors in terms of strategic workforce planning that you will see, okay, I want to have 10 front-end developers, I want to have two back-end developers and sometimes the capacity planning between the team and the right ones. There are some poor separation inefficiency due to the legacy of IT organization created in the 90s. And finally, there are some budget management principles and currents between the development team and the operation one. Regarding the sourcing strategy quickly, I have seen there are some inconsistency between the contracts and there are some issues by asking your outsource developer, for instance, to deliver faster because they have waterfall contracts. And here it's the most common issue that I've seen and also the service level agreement part. Finally, there are the human resources and psycho-social hazards that we can face on your organization, on which that you have overload, turnover, and most common stuff that are coming now and mostly on the Singaporean market, it's to keep and retain your talents in the company. In West Storm, we consider that there are five maturity levels that pave your way on the road to agile endeavors. So I will go quickly on that one because I think the DevOps part will be the next slide, it must be focused on. So first level is the tailored one on which everything is manually. So it's the one that you face, like between the 90s and the 20s. Yeah, 2000, sorry. The second one is the agile project. So some of the application you started to develop it on an agile way. Then there were the agile application on which you started to push the dev and the ops working together. The Allias, it's a bundle of application working all together in the agile mode. And finally, innovation first, it's to let the bees work near the dev and the ops. But when we present that, the most common mistake that I can see is, sorry, is that when we are talking about DevOps, most of my, my customer are thinking about this first part. DevOps for most of our customer in Western is only agile organization and collaboration culture. But in fact, DevOps is much more than that. It's for CICD pipeline infrastructure as code and application architecture are the cornerstones of the DevOps methodology. So everyone knows the agile organization and the collaboration culture because they've been brainwashed. And most common advisory consulting team are doing that. But the three other pillars are very interesting because you need to consider that to be able to have fast delivery, you must consider the infrastructure as code as part of it. Meaning that you need to be to become an infrastructure called broker for your application in order to reduce at most as possible the time to market, the time to deliver any underlying platform and services from an Edison point. I will give you an example, for instance, how long do you wait to have a new virtual machine, a new VLAN to be created if you are working on the legacy services and on infrastructure as code services. You need to ask a ticket on your ITSM, you need to wait for the team to be reassigned, and then you need to receive the service. With infrastructure as code, you end to reduce as a service, meaning that it's click and you got the service rate right away. Regarding the CICD pipeline, it's the way to automate your code delivery from code repository toward your production in the fastest automated industrialized way. If we talk about DevSecOps, it's including also the security part on your CICD pipeline. Finally, the last pillar is the cloud native and modular application. So it's good to have the tooling, it's good to have the infrastructure as code. But if you have only one big jar file, so one monolithic application, it's like asking an elephant to break your eggs in the morning. It's very efficient, but not accurate. So my point here regarding cloud native and modular application is the goal here is to work with the architect, to work with the business to redesign your modular and microservices architecture in order to be scalable, in order to enhance the fact to push small features into your CICD pipeline, triggering infrastructure as code as much as you can, and finally integrate cybersecurity on small pieces. So at the end of the day, microservices and modular application is having the same application that breaking into pieces that leave opportunity for the IT organization to push it faster, easier and in an industrialized automated way. You can see on the bottom part of the slide that the market trends are the cloud offer. So the main cloud editor on the market follows the DevOps principles and you can see for instance if we can AWS, we can take AWS for instance, they propose DevOps with the CICD pipeline infrastructure as code. So all of the cloud provider now on the data and the line on the DevOps principles. So meaning that they are fully APIs to ease automation and visualization. They have services enabling modern architecture for application. They do propose transversal services for the run of your platform from monitoring standpoint, security, cost monitoring, etc. So it's open the door for FinOps for instance. And finally there is integration with best of rates DevOps tooling. So from the infrastructure as code, SCCM, build engine, etc. Now why a showcase journey is relevant for any IT organization. So I will go in detail so how to scope it just after, but now why it's relevant. You will create a seamless, team-involved business, technical cybersecurity profile. You will focus the team on long-time product but with short-term milestones to achieve and thus you will limit the relative efforts to be done. And you will take credit for the showcase and you will promote the showcase results and the people involved in it in order to create your new DevOps hero or champion. And finally, and this one is very important, you will find more easily the relative budget for developing it. So now in order to scope your showcase, how to select the right project to be launched. So yeah, there are four steps and the first one is which projects. So you need to consider that on your application landscape, there are the project considering complexity and the needs of instability to be considered. Now we give you an example, if you are working in the banking sector, everyone knows the mainframe. The mainframe does not need to change every day, so it does not need to be unstable. So you need to have it the most easy as possible so it's not a good candidate for DevOps. Regarding the project complexity here, it's to consider that is it something difficult to develop? Is it highly linked to any other application or I'm working on a very standard technology with a standard application. So here the goal is to take the more unstable application like a mobile application for instance and the less complex one in order to ensure you have the best array in there. Then which application to be considered. So there is a technical compatibility to be considered in order to have the best application compatible to go on the DevOps path to provide the best compatibility on it. Now I really talked about it, it's how to prioritize. So here it's to have the best ratio between the benefits and the investment. And finally there is a priority model to be discussed in order to decide what do you want to do on development and production between internal and external. There are several assignments and topics to be launched in priority. So showcasing several application. The one relevant to the business. Creating a series for CICD infrastructure as code could be a good opportunity for you because it's something that will be relevant in the incoming future. The more often you will have you will use your CICD pipeline, the more often you will use the infrastructure as code. And finally, to transform the application technically incompatible into compatible ones to grow your ecosystem. Quickly on this one, because I discussed several topics, we can differ two main applications. So the one that are devosizable and the one that are not. So the one that are devosizable are the evolutive one. The one that have some front end. So a lot of interface manual with customer, either internal or end user. The one that have low flows meaning standalone. The one technically compatible. And the one that are visible to the management and to the business. And on the control. The one that are not devosizable. It's totally the, the, the malware here. So the legacy one, a lot of backend for a lot of multi flows, a lot of technical incompatibility. And that are not known for the business and the top management. Now how to create your DevOps team for this showcase. So the goal here is not leaving the way people are doing DevOps right now. The goal here is to bring the tech guy working with the dev and the ops. And when I said tech guys is the people working on the platform and the underlying platform, working on infrastructure as code, working on the CI CD pipeline. In order to start and use the change with the team. And the important part of this showcase agility must be in tip independence in order to avoid to be influenced by the management or any legacy organization. Then you can compete this team with ACMEs expert that came from outside the company, either from outsourcing or recruitment. Then you want to build your team on the showcase that you would like to launch and promote on one or several facets of DevOps. Meaning that you can take an application and say, okay, one is monolithic. I want to transform it. First, the monolithic application toward microservices. And I want to use only a part of the CI CD pipeline. You do not have everything complex at the beginning. For instance, and after three months, you increase the complexity. Then you could do other project DevOps if you have launched several ones at the same time with other teams. And you might need to rush for the team at some point from HR career point of view or from skills point of view. Finally, the last part is to increase the audit, the cybersecurity, the IT standards and the viability of the environments. And then you repeat again, again. So in a nutshell, your showcase could be like C4 working in banking, for instance, a B2C application for customer on which that you'd like to promote this mobile application for your business with a bunch of features that require several interface with the end user. Then you want to develop it or replatform it, for instance, with microservices using a CI CD pipeline and having new fast sector Ascot in order to reach, I don't know, one release a day to push new features or to push new rush on every day. Here, the showcase you can say to your management, I'd like to have three to four months showcase on which I will have this application totally replatform from monolithic to microservices and having the KPIs, the following KPIs that you can define with them. And then after the three, four months, you can share the results having the most tasks completed. And if you need an extra time, you can ask to develop something extra to have any other features promoted there. So after the showcase, what's next? So, as you know, because it's a very ongoing transformation develops, it's an iterative approach by making DevOps a subject of adoption and skill development. So this one, everyone knows it. Then the second one is a bit tricky because you must dedicate teams, architecture and environments for the showcase. And this one, no to no company are doing it. I think it's a mistake because by doing it, you are able to get big for working like as a startup by creating a dedicated environment for that. Then you must facilitate the team adoption as they will do processes and tools they have tried to implement and test. And by considering the IT agile net transformation to be allowed in the beginning, meaning that most of the company here in Singapore market have launched years ago, this DevOps transformation, their cloud transformation. However, when I'm talking with my customer here, I can see that they are lacking some industrialization within the CI CD pipeline. They are lacking some standardization on the CI CD, CI CD tooling, for instance. And finally, there are some lead time to create a CI CD pipeline to support a new application team to be developed. So here you can see it's because they worked only on the dev and on the ops part and not on the tooling. So the IT agile part. So my point here is that the IT organization, so the geek people in the organization must work as a team with the DevOps team. And finally, so applying the DevOps principle on eligible application, this one is important because a lot of the application landscape in the Singaporean customer here, but I can see a lot of it are on the cloud, certainly, but on, yes, application. So very legacy way of working as you had the application in data center or data. So my point here is not to jeopardize everything. It's to take benefit of what you have, but start on one application to application through application. And maybe think it was the good way of doing it. And you can start it again, for instance, with a compatible standard application that will fit for showcase and on some environments, meaning on your dev environment, on your state environment, your player. And then you can you will be able to spread through DevOps culture within your company. The showcase. By improving it using the showcase post mortem and in this way using it is a sustainable approach. Again, the sustainable approach is clear in the company here. I don't know what one that I've seen because they are new to know tooling from CICD pipeline or infrastructure point of view. Then I think the last part of it, you can extend the showcase to all target environment and defining that deployment pattern and principles. Here I can tell you what I've seen and what I've done in the U.S. in Europe is that we create a dedicated environment in order to have an end to end DevOps environment from business to development to operation to the IT, so the underlying platform and services. And we moved the different application monolithic to a platform one on the new environment with a dedicated operating model that brought value to the business. I will conclude here that it develops in a agile way to quickly deliver value and share results to the business, but also to mitigate the risk. So DevOps is agile, so is implementing DevOps at scale. I have found it now with you guys in order to answer any questions that you can have and have a bunch of appendices also if you need to go further in detail. Thank you. So when you are talking about dependency, you are talking about dependency within the application or with other applications. So within the application, there are several approaches for the units. So there is the code retro or reverse engineering in order to define the three main areas, which is UI, UX, front-end, back-end. Then there are common features on the front-end and the back-end that you can rely on. So there are several patterns of standard monolithic application in order to match as possible what would be the microservices one. So my point here is that you can have 20 Mondays to reverse engineering the application and then map as much as possible the current features in it to what could be a continuous application in the target. Okay. Now it's architecture is design. It's just design. You need to have this document in order to start creating a low-level target because if not, it's like creating front-end application. Any other question? So if I understood the question, you are asking the leader of the market to work on that kind of development activities. Leader in the company. Okay. Okay. The middle management. Okay. So it's an incentive question. Okay. So regarding incentive, there are three ways that I was handling that topic. The first one is from the HR standpoint. So you must talk to the leader of the company in order to review the goals and the objectives of the middle management. Here, you can incentive the middle management to work on the showcase or to support the showcase by putting it under their goals. Because at the end of the day, if they are not supportive, no bonus, no money. So yeah. The second topic is to promote the HR career path from the middle management regarding DevOps in order to be fully ensure that they are working to develop their skills also on that. And finally, the last topic is to create an incentive around. It's what I called, it's like, promote the success. So you put in front some of people of the middle management in order to take benefit of what is done for that. So it's free way of answering it, really related to HR. Okay. When I see a front end, I always want to do an A-B test, right? Yeah. A-B testing is something that takes time and is not trivially DevOps-izable. And so for me, things are much easier to put into a proper C-I-T-C-D DevOps process on the backend side instead on the front-end side. What is your standard? So I was talking about the showcase. So it was very showcase oriented. You're right. I was very showcase oriented, meaning that it's easier for front-end application like a CRM, for instance, compared to say, okay, let's go for an A-B. So no, at the end of the day, yeah, you will have some backend application that bring a lot of money that will be very relevant to be on the Microsoft services application to use your C-I-T-C-D pipeline. Thanks a lot.


It's a pleasure to be here to talk about adaptive management of Commonwealth Environmental Water and Murray Darling Basin, and it flows very nicely from what Philip has said as the first time I've had the opportunity to address this prestigious event. And let me start, too, by acknowledging the traditional owners of the land on which we meet the nunnel and paying my respects to their elders past and present. I think it's probably fair to say that the Commonwealth Environmental Watering Program is unmatched anywhere else in the world for scale and ambition. And even though it's only early days, it represents a unique experience in terms of protecting and restoring the environment in a regulated system. And so there's much to be learned from it. That's another way also of saying that I can't cover all that we do in 15 minutes and I'm not going to try. So instead, I'll give you some very brief context. And then I want to talk in more detail, but again, very limited detail, about three things. First how we are managing quite deliberately and collaboratively to very specific targets, to very clear outcomes. Secondly, I want to talk a little bit about my good neighbour policy. And then thirdly, I give you only two examples, but two from a wide array of examples of adaptive management. So we really are trying to take this concept that is much talked about and often very little practised and turn it into the real world in the basin. Yep, you might have seen this slide in the last talk, which is not surprising since I shamelessly plagiarised it from the MDBA. And I'm not going to go through it again, but I do want to use it to make this point. What we're talking about in the Murray-Darling Basin is an environmental program that is set firmly within the context of a large and prosperous agricultural community. This is a place that produces a great deal of food and fibre, has for a long time and will continue to do so. So here is a real world natural resource management or conservation program, if you like, set very firmly in the context of a working basin. And if you look at those fast facts, you get that sense, both of the agricultural output and also the natural values that are left there. So our ambition is to work within that framework. There is no intent on our part to whine back the clock. We're working in a highly modified system. Commonwealth Environmental Water Holder, that's the position I hold, as David suggested. It's a statutory position established under the Commonwealth Water Act and it has a singular, arguably an elegant purpose, which is I am responsible for protecting or restoring the environmental assets of the Murray-Darling Basin. Environmental assets, of course, is a legal term to describe in a sort of dispassionate way the rivers, wetlands and flood plains of the Murray-Darling Basin. Every decision I make as the Commonwealth Environmental Water Holder has to be consistent with the Water Act, with the Environmental Watering Plan, which is chapter eight of the Basin Plan that Philip already talked about, and with the Environmental Watering Strategy. And so this is the beginning of that first point I wanted to focus on. You will often hear, if you're interested in this debate or see, claims that the Commonwealth Environmental Watering Program is unclear about what its aims are, it doesn't know what to do with the water, we've got too much water and no ambitions in terms of the changes we're trying to make. That's very clearly not true. The targets are set out for me in these instruments. Also on the screen, and I'm not going to go through it in any detail, I think we've cleverly designed it so you can't read it anyway, but that is the extract from the Basin Plan, chapter eight of the Environmental Watering Plan. And you can see, or you could see if you look carefully, that there are three broad objectives or outcomes that guide all of my decision-making, and remember these are mandatory, this act is mandatory. As well as the Environmental Watering Plan, I have a Basin-Wide Strategy developed by the Murray-Darling Basin Authority. This actually applies to all environmental water holders, so those who work in the state, as well as the Commonwealth, are obliged to deliver water in ways that support the outcomes here. And again, I'm not going to go through this in detail, in fact, this is a very brief summary of a quite long and complex document that targets four specific areas, the headings in the green there, and then has an ambition under each of those, and then a series of specific targets. I've included just one target under each area to give you an example, but the point of that is if you look at those targets, they're not vague, they're quite specific, measurable, manageable targets that we are expected to achieve. You might also see, if you look at the timeline on the Basin-Wide Strategy, that we're not expected to achieve them overnight. They very sensibly take account of the fact that ecological outcomes are long-term. Some of these will take at least a decade, if not more, decades. Also make the point that these targets apply to the states, so it's not just Commonwealth Environmental Water, it's all the environmental water held by the states, and that they're achievable under the existing system, under the existing constraints and rules and guidelines, and that's certainly our perspective. I'm also obliged, as are the state water holders, to take into account annual priorities across the Basin. These are set each and every year by the Murray-Darling Basin Authority, so again, you can see the relationship. The authority is, in a sense, the regulator, the target setter. It will make assessments of my performance against those targets over time, and in that same vein, it sets annual priorities. These are not mandatory on me, but I do have to take them into account. Again, I'm not going to go through all of these and read them. It's simply to reinforce the point that you can see a hierarchy of outcomes and objectives from broad biodiversity protection outcomes in the Basin plan through to very specific ones in the strategy to even more specific ones annually that take account of the circumstances in the Basin, and these include very specific geographic targets, for example, so there's some up there about the Kurong and the Lower Lakes, others about mid-Murray and Bidji wetlands and so on, which gets me to my second point that I wanted to focus on about how we deliver environmental water. And this is not a technical conversation. This is really an opportunity for me to speak very briefly about our good neighbour policy. So like all irrigators in the Murray-Darling Basin, I have entitlements to water, and each entitlement, each class of entitlement has its characteristics, little rules and procedures that are attached to those. And I'm entitled to use water in ways that are governed by those entitlements and the rules set by the utilities, state utilities. But within that, within that legal framework, I've chosen to work within a voluntary management framework that I'm calling my good neighbour policy for one of a better name. And this is really based on a simple principle, and again in the same way that I plagiarised your slide, I've probably plagiarised a bit of the Hippocratic Oath, and so the good neighbour policy is built around the notion of first do no harm. So really it's a set of guidelines or protocols that we observe during our decision making to be very conservative and risk averse, to avoid third party impacts, that's code for making sure we don't impact on irrigators, our neighbours, commercial irrigators, and to embrace local knowledge and meaningful engagement. So that in the end, and we're not there yet, but in the end we arrive at a position we hope of respectful, mutually respectful and harmonious coexistence with commercial irrigators, farmers. Just to mention briefly, localism, this is an extension of the good neighbour policy or component of the good neighbour policy, this is about involving local communities. I'm not going to read you the slide, but I want to use it as a prompt to talk about our commitment to engagement and participation by local communities. I acknowledge right at the very beginning that we've got a long way to go in this regard. Governments and government agencies including my own are notoriously bad at community engagement. We struggle with it, it's not a skill that we're necessarily recruited for, so we often have to learn by experience and harsh experience it is, but we are learning and we're not making a judgement by the way about how successful we are, we will leave the judgement to the communities when they feel as though we've reached that point then we will have reached that point, we haven't yet. The point around localism is really we're trying to move beyond consultation, if you talk to irrigation communities, they pale, individuals they pale visibly at the prospect of being consulted with, five minutes, being consulted with by a government yet again, consultation strikes them usually as a one-way process. So we're trying to talk about engagement and participation and although I legally have the responsibility to make the decisions, we're trying to move towards a practice with local communities where they're interested and not all of them are. Many of them will say to me, David, I don't care what you do with environmental water as long as you don't bother me and you don't injure my practice and others want to be heavily involved, so we've got a spectrum to deal with, so those who want to be involved, we want to offer a system where they can influence my decision making and that in broad terms is what I'm calling localism. I'm just going to do some adaptive management of my slides here because the chairman's told me I've only got four or five minutes to go. I'm not going to go through this slide. This is a demonstration of the broad approach that we bring to adaptive management, which is about demand and supply. So ecological demand, those environmental assets, the rivers, the floodplains, the wetlands, where are they in their cycle, how much water they need and how much water we've got. And this document is simply demonstrating that as you would expect sensibly when ecological demand is high and water availability is low, then we manage those assets and the water that we deliver in a very different way. So this is my final point. I wanted to talk to you in any detail. I wanted to give you two examples of adaptive management.  Let me walk you through it very briefly. I'm just going to get myself in a position where I can use this pointer. So this is in the River Murray flows downstream immediately downstream from the Hume Dam and on the left axis you've got flows. It's really don't worry about the numbers. It's really trying to demonstrate how we are with managed water, water that we own and hold and can manage. We are trying to mimic natural flows. So if you look at the graph, the top line is what's described as the approximate Yarrawonga model natural flow. So that is based on MDBA data held over a long time. What would the river flow on average look like if there were no dams? That's the blue line up on top. The dashed orange line is the release without eWater. So that's the water coming out of the dam for operational purposes, either the supply irrigation or other needs. Then you've got the blue line in the middle. That's environmental watering. So that's essentially largely Commonwealth environmental water at this stage. And so you can see the difference between the blue line that is environmental water and the hatched line is the volume of environmental water. Now, what I'm trying to show here is that we're trying to mimic nature. So you can see in the Southern Connected Basin, winter-dependent rainfall, you get a natural flow in winter after the rains have fallen, then a subsequent peak, and then it tails off. And you can see we're trying to mimic that sort of natural flow because, as is self-evident, if you think about it, the biota that is dependent, water-dependent biodiversity, which is one of my main outcomes, of course, is adapted to that natural flow regime. And by regulating the system, we've changed everything. We've reversed the flow systems. We've changed the temperature. We've changed volumes. And so I'm trying to set some naturalness back into it. Notice I don't say that we're trying to restore nature because we can't. We're attempting to insert some natural patterns back in. And without, again, going into detail, this is a nice example of how adaptive management has to take account of reality. So over here, we adjust our flow rates because we need to accommodate firewood collection in some of the forests that we're trying to water. So there are all those sorts of practical limitations on what we can do. I'm going to be very quick because I know I'm going to run out of time shortly. So I'm going to run you through the next example, which is a series of three hydrographs of it, reflecting what we've done over three years in the Galben River. Now, this is a sequence of how adaptive management really works, where what you wanted to do in year one didn't work, but you've learned from it. And so over time, we've changed the watering in the Galben to get out of it what we want. Now, again, it looks slightly complicated, but it's flows on the left axis, time on the bottom axis. Environmental water is that sort of purple color. The big blue is natural flows, and then the little blue is operational flows. But that's not really what I want to concentrate so much on as showing you the progression over three years of what we've done. Now, our ambition here was to get golden perch to breed, an endangered native fish that's been much challenged by regulation and also to do something about banks slumping by getting the flows right to induce vegetation growth. So we put what we call a pulse. There's a pulse. There's another pulse. And then we monitor what we get. And you can see in this first year that a number of things happened. First of all, no golden perch spawning. So that's the outcome we wanted. We didn't get it. So we had to go away and think about and talk to the locals about why that was happening. Second thing you might notice, again, managing in the real world, we put a fresh down the system that coincided with the opening of the cod season and got into a lot of trouble because it ruined the cod season opening in Melbourne. So we needed to think about the environment in which we were working. One minute. I can get through two slides in a minute. So next year. So again, the same color. You can see that, again, because we know that the golden perch is response to pulses of fresh water. There's the fresh. But this time, we've left a gap in between the two freshers so that the cod season is not impacted. We had community concerns about access to pumps. And we put in another pulse later in the year for vegetation. And we got, in this year, golden perch spawning. So the beginnings of success. Final year, 14-15. Again, we modify based on what we learn. Two freshers, a gap in between so that the irrigators can access to their pumps. We finished that fresh before cod opening. So we're not interfering with cod opening. We put another fresh in for vegetation. And we got a huge response from golden perch, the biggest spawning response since the natural floods of 2010. So this is a very much simplified, I must admit, demonstration that we are attempting to utilize the principles of adaptive management in the way that we are managing the Commonwealth Environmental Water Holding. And I think on that note, I'll leave it be.


Hello and welcome to this video explaining how to get started with the Low Voltage Brush DC Motor Driver STM32 Nucleo Expansion Board. This board is part of the STM32 Open Development Environment, a fast and affordable way to develop innovative devices and applications with ST components. Information on how to obtain the board can be found on www.st.com.x-nucleo under the reference XNUCLEO IHM13A1. The board is built around the ST Spin 250, a single brush DC motor with standby current below 80 nanoamps designed to operate in battery-powered scenarios and can be forced to a zero consumption state allowing a significant increase in battery life. It has a power supply and motor connector and a fault LED to check the alarms reported by the ST Spin 250. Plug the expansion board into an STM32 Nucleo Development Board. First, connect a low voltage brush DC motor to an A plus or minus connector. Then, connect a low voltage supply, for example, a 9 volt battery. Next, connect the STM32 Nucleo Development Board to a PC using a mini USB cable. The board is automatically detected and seen as a disk drive. Visit st.com and search for the keyword XNUCLEO IHM13A1. Click on the main part number link. Then, go to the Tools and Software section and click on the X-Cube link. Finally, go to the end of the page and click on the Download button in the Get Software section. In the software package, you will find directories as indicated on the screen with all the required material. Now, let's try a sample application that allows you to drive a low voltage brush DC motor. The firmware to be installed is called Nucleo Configuration and can be found in the Examples folder of the Projects Directory as shown here. Select the STM32 Nucleo Development Board you are using and drag and drop the binary file onto the Nucleo disk drive. Once the firmware is downloaded, press the blue button of the Nucleo board and the low voltage brush DC motor will start to rotate. Pressing the blue button again will change the motor speed and direction. Press the black button to stop the motor rotation and reset the firmware. A comprehensive set of documentation for the low voltage brush DC motor driver expansion board including a user manual, application notes, quick start guide and data sheet is also available. For more information, please visit our website at www.st.com.stm32ode.