10. Fend Things You can do to boost self-confidence. Self-confidence is a feeling of trust in one's qualities, abilities and judgments. Well, we can also say it is self-assurance in one's judgment, ability and power. Self-confidence is important to a person's life and psychological well-being because it is a positive belief that in the future one can accomplish what he wishes to achieve. Dalai Lama, one of the important monks of the Gilug School, the newest school of Tibetan Buddhism, said, and I quote, with the realization of one's potential and self-confidence in one's ability, one can build a better world. You see, without self-confidence, success will be very difficult because if you don't believe in your ability, who else will? Or, if you don't believe, how will you motivate yourself to take the necessary steps needed for success? In this video, I'll share with you 10 things you can do to boost self-confidence. This, I believe, will help you become a successful person. If you're new here, consider subscribing so that you would miss other interesting videos like this. 1. Stop comparing yourself to others. Comparing yourself to others is not healthy and can leave you in a depressed state.  According to a 2018 study, published in Personality and Individual Differences, found a direct link between envy and the way you feel about yourself. Researchers found that people who compared themselves to others experienced envy and the more envy they experienced, the worse they felt about themselves. Thinking that others are better than you will make you feel bad about yourself, which in turn will mess with your self-confidence. So, avoid doing this. 2. Practice self-compassion. You deserve all the love and care in the world and you should not wait for anyone to give you this attention and care, when you can do a better job at it. Self-compassion involves treating yourself with kindness and forgiveness, especially when you make a mistake or when you fail. Rather than making yourself feel bad by calling yourself names or speaking rudely to yourself or any of those, cut yourself some slack and remind yourself that every other person makes mistakes from time to time as well. A good rule of thumb here is to speak to yourself in the same way that you'll speak to your mates. 3.  Parker Palmer, an American author, educator and activist said and I quote, Self-care is never a selfish act. It is simply good stewardship of the only gift I have, the gift I was put on earth to offer to others. If you keep abusing your body, you may never feel good about yourself and when you don't feel good about yourself, your confidence level and self-esteem will be reduced. Several studies have shown over and over that physical activities boost confidence, hence the need to exercise, sleep well and eat healthily so that your body will be totally okay and healthy enough to boost your confidence. 4. Surround yourself with people who will boost your confidence. Find people who make you feel good about yourself and surround yourself with them. It might be hard at first because it might seem a little intimidating but with time you'll begin to understand the difference and then begin to feel good about yourself. 5. Focus on what you can change. It is easy to lose your confidence when you get caught up around all the many things that are out of your control. Instead of allowing yourself to get worked up, why not focus your energy on identifying the things that you can control so that you can begin to work on them. When you focus on the things that you can control, the result you begin to get from it will make you happy which will in turn boost your confidence. 6. Embrace self-doubt. Having self-confidence doesn't mean that fear and doubt won't arise. Do you know what? They will show up. However, you need to first acknowledge the presence of those doubts which is as a result of low self-confidence and then take a step to act irrespective. For instance, if you feel you'd mess up if you drive a car, tell yourself to try anyway because unless you try, you may never gain the confidence you need to do it. So, embrace your fears and worries and do it anyway. 7. Remember that no one is perfect. Remember what we said earlier? Everyone makes mistakes. No one is perfect. You need to accept that perfection is an unrealistic goal. Also, for you to learn and grow, you need to make mistakes. By doing so, you'll learn better and be in a better position to make sound decisions in the future, boosting your self-confidence. 8. Think positively. List all the things that you are good at and begin to think about them. Also, what do you like about yourself? When you think about these things, they will make you feel good. Instead of thinking about the things you wish you could do better or thinking about how you're not good enough and the likes, you see, the mind is a very powerful instrument that can control a lot of the emotions we feel. Napoleon Hill, an American self-help author, best known for his book, Think and Grow Rich, once said that what the mind can conceive and believe, it can achieve. So, if you begin to focus more on the things you like about yourself and the things you know how to do so well, you'll begin to feel great about yourself, thereby boosting your self-confidence. 9. Push yourself outside your comfort zone. When you push yourself to take up challenges outside your comfort zone, you'll begin to feel good about yourself because you've tested your abilities and you are now sure of your capabilities. This can make you feel confident enough to trust your judgment when trying out new things. I'm in. If you've done it before, you can do it again. T. Harve Ecker, an American author, said and I quote, If you are insecure, guess what? The rest of the world is to. Do not overestimate the competition and underestimate yourself. You are better than you think. Also, Dave Story said, Have confidence that if you have done a little thing well, you can do a bigger thing well too. 10. Accept your flaws. To love yourself, you need to accept everything about you, including your weaknesses. No one is more special and unique than you. So, why allow yourself to feel bad because you have some weaknesses just like everyone else? Hold on a little. Let me whisper some things into your ears. No one will use your flaws against you once you accept them. Eleanor Roosevelt said, No one can make you feel inferior without your constant. I'm sure you know why it is important to boost your self-confidence. Well, according to author Ashie, an American professional tennis player, one important key to success is self-confidence. An important key to self-confidence is preparation. Thank you very much for watching our videos. If you like this channel, we're happy to announce to you that our team has launched three other interesting channels. One of our new channels is called Hunt TV, where we publish inspirational videos to inspire and encourage you as you go through the harsh journey of life. Our second channel is called Fane TV, where we share with you the interesting and inspiring stories and biographies of the successful people who have achieved greatness with their lives. Our third channel is called Money TV, which is a channel designed to use more dramatic video clips to teach you about money. Look at the description box to join our three new channels. We love you.


Ac mae hyn o'r holl gyntaf, mae'n gynnw'r 3'n gynnwys gofynu. Mae hyn sy'n gychwyn gwahanol ac mae hyn o'r 3 o 3. Mae'r gynnwys arall wedi gynhyrch yn ysbryd. Gallwn ni'n pryn gwybod i'r gwybodaeth yn ei penderfynu ar y dylai'r gynnwys. A rhaid e'n ddiogel mas gynhyrch yn digwydd yn ymgall. A rhaid efallai gydag i gweithio ar ei gynnwys o gynnwys i gydag yn gwybodaeth oherwydd'n gyffredinolion, atad, jakol i'r cystafol. Fi chi dnowu'r Ziw'n cyfnod, byddwn ni'n gwneud o wlfawr wently shoulde ac byddwn ni'n golygu i'r gŷ, rydych chi ein gŷad o'r gŷadau, ac yn bod ni'n meddwl, mae'n meddwl ni'n meddwl yn chariwch byn ei gŵr, a'i rherwydd yn gwinio, rwy'n meddwl — gofa, ddim yn meddwl i gŷadon ni— i gweithio yma. Yn ei gofyniaid yn ymgwys i'r wgwyswyr, felly mae'n rhan jwrpwynt of ei mae'n meddwl am wneud, Felly mae'r ffaith yw ar y cyfnog Felly mae'r rai hwnnw diddor iawn Rhaid i gyd ddweud i ddigon i ddweud i darwd Felly ddweud i ddweud i ddweud i ddweud i ddweud i ddweud i ddweud i ddweud i ddweud Rhef i ddweud ar gyfer hwn Fyddo, byddwn i ddatblygu'r gwir Efallai ei chweddol i ddweud i ddweud i ddweud I ddweud i ddweud i ddweud i ddweud Efallai yma A rhai fe i'r gwir i ddweud yr eisin was ran rowym. Metoddwyd gan Guorellyn demonsen a muradydd yr欸 generating fel I felt so sorry for the patient and I was just like oh my God this isn't okay but for me and my learning experience and just, it just amazed me and I was just there like saying to me mentor how is this skin gone to grow back because there's nothing but apparently it does eventually grow back. It was really, really good experience. I loved seeing it. It was amazing for me really sad and horrible for the patient. I rai wrth yn iawn, dwi'n meddwl erbyn. Rhyw ddim rhaid i mi gwybod iddo mewn bwysig. Rwy'n meddwl symud yna nyfnodd allan. Edyddo. Rwy'n meddwl y baid hyn sy'n meddwl i gweithio'r bwysig ac fyddwch yn ddefnyddio'r bwysig â'i gweithio'i gweithio'r host. Mae laminig yma yn cyd-draethio. Mae gweithi'n cael ei llyfiadu a'u ei gwybod i'ch gweithio'r bwysig. ti Practice Yn Ym Gwyllwyd, ac yn fwy ymgwrdd chi'r ysgol i'r ysgol a'r periyd yn dweud... ..ynghoriwr mae ymgyrch yn ymgyrch. Mae yna i... ..wddo i'n oed 12 yn gynllun... ..yna i ymgyrch eich wentreith... ..yna fy mwyn i'r ysgol, oeddi'n gyd-fynu'r wyliad. Ond rydw i'n credu fy ymgyrch a rydw i'n mynd i'w gyd-fynu'n gweithio... ..yna rydw i'n credu fy mwyo'n gweithio. Dydw i ddim yn ei arwain. Dwi'n ddod yn ddim, mae hwnna'n ddim yn ddiddio'n dwst A dydyw'r cysylltu i gilydd o'ch gweithio ddiogelion i'r cysylltu i'r gwahanol? Ti'n ddiddio ddim yn ysgol gallegoedd, a fy nghyddiw'r hanfyrdd o'i hefyd, a rydyn ni'n ddim yn rysbond Iwn mfawr ond yn wna chi'n credu daeth neb i'w cwestiynau i gwybodaeth y cyffredin. Fel gainrhaeth o'r mfodol, ydych chi'n gwybodaeth a'r ceiswyd i'w cwestiynau ei ffodol? Mae'n cael ei ffodol o'r cyffredinon. Fsim i gydain gyda chi. Felly, mae'r gynnag hwnnw, maen nhw'n gweinydd eich gwneud i chi. Rwy'n cael ei wneud i chi i chi'n cyfrannu i chi gweinydd i chi fyddechrau. Mae hyn yn gweinydd ar y cwestiynau, a dweud mae chi'n cyfrannu. I grants a roedden ni'n gwirio llawer yn y diolch. Ac i fewn i erioed ac nid yna i'n gweithio saith ac yn eu gwasanaeth, ac mae eich gweithio'r gwaith ac aye, ac yn ddweud oherwydd mae hynny bod gan. Mae'n gweithio'n gweithio? Ond weithi, mae'n gwirio. A chi'n gweithio gweithio hefyd ac na wedi'i cymdeithio i mi, a mae hwn. Mae hefyd, a'i gweithio mae'n gweithio. A ride'r gwirio gweithio hefyd. Ynw'n hefyd, rydyn ni'n ei wneud ar gyfer bwys. ond ond fe chi'n gweithredu a'r iawn a rydyn nhw i'w wneud i'n gweithredu, stiw i'r bwysig ar ythy councils, dwi'n fydda i'r bloddo hygraeth, yn ddelfwsiannol i'n cael ei ddylai a dyna gweithredu, mae rhaid i'n dweud i mwyni a llwydd ym mwy ym mwy. Felly rydyn nhw wedi bod nhw'n dwi'n dweud i'r vlog rydyn ni'n dweud fydd o'r dda iawn fe'i ddef wraith o'r ddweud gallwch gyd wedi'u gwneud o arch nifer o'r llyfr gyd фryd yn brun ni'n rhywlliant gallwch gyrfa'r ymlaen o'r Llyfr Gyrwch yn llyfr lle. gallwch gyrfa'r llyfr o'r llyfr o'r cyhoedd gyda'r cyhoedd, gallwch gyrfa'r llyfr o'r llyfr i'r lle bod ymlaen i'r addiad. Ond Roedd yrhaff yma hefyd yn gweithio mewn sgrifennu! P offensive, gallwch dda, gallwch yn edrych chi arblings, ond mae'n sicr datblygu dda'n ei wneud o'r gyrch o'r cyhoedd, ond you know what all these five am stars the tiredness the long shifts has just melted away with those exact words from her from her just saying my name and that's why I do it. Oh my God what is wrong with me but this this is why I do it guys because I love this job I love this role so much and when you get patience saying Name and Thank You. It's just the most rewarding thing. And there's no price that you can put on that. There's no price at the feeling that you get inside. And I'm crying because I'm happy. Yeah, sorry. I'm so emotional.  What is wrong with me? This degree. You guys that have followed my journey from the start have probably sent me cry a handful of times because it's so emotional and you'll get these moments that just absolutely hit you in the heart hard guys and you know what like today is what day are we on now today's wednesday this was monday that this happened and I purposely waited till today to make this vlog because I thought I was emotional wreck after placement like I was blabbing I was so emotional because I had this amazing day I'd saw the wound and then just top it off this patient saying my name and remembering who I was ..wy copio angen, a dy'n gofyniolaith yn cael ei chymraeg i chi felwyd yn cael euwowodau. Ac mae hynny yn cael eu gwahanol ychydig. Mae'n cael eu gwahanol. Fy beth wedi'ch wahanol. Mae mai yn y rydyn ni oedd yn gweithio arall, rydyn ni i hi wedi wedi gwahanol. Dwi'n gwahanol. Rwyf am ddwy ddwy yma o'r ddwy'r cyflawn. Rydyn ni'n ddim o'r ddwy ddwy yma ac yn ddweud. Pwy ffwrdd o'r gweithio'r gweithio. Rwyf wedi bod yn ni'n ddydd o'r cyflwynt o'r ddweud. Rwyf wedi bod yn ni'n ddweud os yw'r newidau... Rwyf wedi bod yn ni'n ddweud o'r newidau. Rwyf wedi ei ddweud i'r gwrth gyrdd i'r gyflwynt i ddweud. Under the supervision of my mentor I removed a pig line which is a line that goes sort of up here and it's closer to the heart, it's a really long line that they put in, a little bit like when they put the cannulas in the back of the hands but this actually goes that way. I removed that today which is amazing. Oh and I also did a handover to the discharge lounge as well so we had a patient that was ready to go home and I had to ring the discharge lounge and hand over the patient to them. So I did that because I have never done that before so that was really interesting to do. I've done a handover before to other staff members but I haven't actually done it to a different area where they don't know the patient so that was really nice. It was good to experience that and they're the only two things that I've done extra today. I've done my normal personal hygiene, getting people eating and drinking, doing wound dressings, doing fluid balance, all of that. It's the normal usual thing. I've got nothing else to say about today. Tomorrow is my last day. I've got a few things for my mentor and the ward. I've got them cards and I've also bought some chocolates for the ward, some cake and I've bought my mentor some really nice hand cream and a hand scrub as well because she made a comment a few weeks ago about hand cream. So that's what I've got. She's got hand cream. Whether she'll like it or not, I'm not sure. We'll find out. But if she doesn't, it's fine but we'll see. Tomorrow's going to be an exciting day. I can't wait to finish. Prepare for the tears guys. Prepare. I'll see you all tomorrow. I'm here for the last day of placement of second year. I'm so excited. You have no idea. 12.5 hour shifts left to go and that's me done. Finished until January. Are you ready for this? I am. Let's go. That's it guys. I am done. Finished. Dusted. Second year is complete. I'm so, so excited. I'm so happy. I'm so chuffed. I can't believe second year is done with. Last placement is done. I passed with a P star. Let me show you my book. Oh my God. So this is what my mentor wrote in my book. So basically in our documents we can be awarded a pass or a P star. And you get a P star if you've gone above and beyond your normal student nurse duties. Like a P star. So this is what my mentor said. I know. I'm so chuffed. She's so lovely. She's just been. Do you know what? My mentor on this ward has been fantastic. I couldn't have asked for a better mentor. In fact all my mentors have been so lucky that all my mentors have been amazing. But this one in particular what she's done well for me is she's constantly questioning me. She's constantly asking questions, asking questions, testing my knowledge, testing my skills and just asking me so many things to get my brain working, to get me thinking about things, to see what I know and what I don't know. And she's just been amazing. Like I haven't had any mentor do that before. I've never had a mentor question me like that and drugs calculations. I think I said that in a previous vlog. She tested me on my drugs calculations. And I was just there like oh but I did it. I did it. But yes so a massive, just a massive thank you to my mentor because she's been incredible. She's been so good and she's just a fabulous, fabulous nurse. And I hope she keeps being amazing and any student is really, really lucky to have her because she's fantastic. I've really loved working alongside her. She's taught me so, so much and more. And you can tell she really loves having students as well because of the way that she is with you and questioning you and getting you to do more. Anything that's new she'll be like come on, come and do this, come and do this. And she'll just get you doing so much. It's just amazing. I've really enjoyed my time as much as I'm not a ward nurse and anyone that's watched my very first vlog. And I was really anxious about going on to the ward again because I wasn't a ward nurse. Do you know what she's given me faith in the wards again? And she's just been amazing. I've really enjoyed my time with her. It's been just, it's been lovely. I can't say much more than that. So my last shift today went well sort of ish. I don't really want to say bad things about it, but it was really, really, really short staffed. Like dangerously low staffed today on the ward and we all had to pull together and just get on with it because there was physically no more staff from anywhere. So we had all these patients to do and there was just a couple of nurses, literally two nurses to however many patients and it was tough. But do you know what? We all worked together well as a team and we got everything done and those patients' safety was maintained. So do you know what? A star to everybody on that ward today because they've just been amazing and it just shows what real teamwork is after today. And I've learnt actually quite a lot. The other downside today was a patient that I've been looking after for a couple of weeks now is he's not good basically and he's probably not going to last till tomorrow and it's hard, really hard to see your patients like that and see them deteriorate before your eyes. And I got a bit upset as you can see. But when you build a bond with your patient and you get to know your patients inside out it's tough, it is tough when they're just there just for one thing and then suddenly they're end of life and you just think life's so unfair. It's like why, why does this happen? And the family was there and they were upset and I went and I did like the last lot of observations before I left on him and I couldn't say goodbye to him. I couldn't because I was just so upset. But obviously I wasn't upset on the ward in front of him. I was like, I was putting on this brave face and I thought I just need to get out of here because I really need to cry and just let it out and then put on my brave face and go back. So I held it in. I just acted natural, act normal around him. I tried to make light of the situation but he was so poorly and he's not going to make it. But do you know what? That's the hardest part of this job is this basically and we have to try and put aside our emotions when you're out there on placement on your wards. You need to put aside those emotions and put on your brave face for the patient, for the family and just be there for them. And then when you get home, literally have your time to reflect and talk to people. Make sure you debrief with nurses when you're out there on the ward because you really need to talk about these sort of things because it will get to you. It's really got to me tonight. I literally, as soon as I walked out of placement I was in floods of tears. I'm still upset about it now. But it just makes us human and it just shows how much we really care and how much we love caring for other people and how much we nurse because I wouldn't do this job if I didn't care and if I didn't have a heart. But sometimes you do have to, just a warning to everybody you are going to have those times where you get upset about a patient and that's okay. It's natural to be upset but just make sure that you act professional on the ward. But at the same time don't be a robot. Show that emotion as well. It's really hard to get the balance but somehow you just do it. It's been a really, it's been not a very nice end into my placement unfortunately but I have learnt so much and I'm so grateful and I really love my mentor. She's absolutely fantastic and I've had a really good learning experience on this ward and I've learnt so much and I've done so much. It's been amazing because I love to get stuck in and do things it's been really good to learn and build my knowledge build my confidence, build my skills up. It's just been fantastic. I just feel like I'm ready for third year now so come the 14th of January I'm officially going into third year. And I just wanted to say an absolutely massive, massive, massive congratulations well done everybody cohort 0117 at BCU you've done amazing and you know what we've had the struggles, we've had such struggles people have had to defer placements I've had to defer exams because of the personal things going on I almost had to defer this placement because I had a lot of personal stuff going on I had to move house and everything I had so much going on I almost deferred and I thought you know what, no I'm going to do this and I got stuck in I did it and I'm so glad I did it because I'm here, I'm finished, I'm done now I've got nothing to worry about just look forward straight ahead and I'm just, I'm so proud of every single one of you at Birmingham City University who has come to the end of this year we've done amazing we've got there, we've done it you've just, you've all pushed yourselves you've all embraced it, you've all passed everything it's just a celebration guys and I'm going to see you all in January for third year, come on!


All right, yeah, all semifinalists for the Issa School of Football, the Costa Cop in Jamaica have been decided at the weekend defending champions Clarendon College and Glenmure High secured their semifinal birds. The remaining two semifinalists were confirmed earlier on Tuesday. Garvin Maseo secured their spot with a win over Kono College in Clarendon. Here are the highlights with Dean Smith on commentary. Here's a full-time highlight. Jelani Williams got the ball in the half line and was able to evade quite a few defenders on that occasion. Then again, then again, and a cool finish beyond goalkeeper Tinglin. One little for Garvin Maseo. He really did well on that individual effort, you could say. Cool finish in the end. Beaten at the near post was Carlisle Tinglin. Goal number 11 on the season. That free kick went wide. Clear clock. The kick on that occasion, he would turn beautifully here and his shot was wind of the mark as well. What a sharp turn it was from the number 10 Cornwall College. They would also have some attacking forays. Goalkeeper spilling that one. It came to Rakeem Grisel and he flashed it just across the face of goal. Had it been on target, I tell you, goalkeeper would have been out of position. But in the second half, beautiful builder played Donaldson. Getting by his mark up, playing it to Everall Swabie. His shot was beautifully powered away. But the follow-up from clear clock was clinical in Siseve. And just enough on the afternoon, 2-0 for Garvin Maseo. His 20th goal, that one clear clock. Ensuring that the six points, the three points they need to go to six points, was on the cards for them. They would continue. That ball pushed forward. Williams, the goal scorer, unable to get the clinical touch they need. Cornwall College, they had their own attempts. This first time effort from Buckley going over the bar. Another look at it. That one from Buckley as well. He really came alive in the second half. And they would continue. That shot put in all sorts of problems. Four goalkeeper, Tinglin had to force it wide. Cornwall College, again, would try to bring problem. The substitute came on. Kane Brown, he brought that one over the top. And they had this opportunity. Matthew Wilson, firm hand by Chris Maxwell. Keeping him at bay. And that was that for this quarterfinal group B. All right, so let's look at the full results from today's Dacosta Cup matches then. Four quarterfinal matches. The last set of quarterfinal games. Garvin Maseo, 2-0 over Cornwall College. You just saw the highlights there. BB Koch, they had a chance of going through. They upset Dintill Technical by 2 goals to 1. But it was not good enough. Christiana losing 3-1 to Manchester High. And Clarendon College, beating Glenmure by 2 goals to 1 in what many believe is a prelude to the Dacosta Cup final. Points table then. Group A. Clarendon College and Glenmure already through before today to the semi-finals of the competition. Clarendon College, the defending champions taking top spot with maximum nine points after today's victory. Glenmure also advancing. And then in group 2, this is the one that was really tight. Dintill Technical topping the group on goal difference. They finished with a plus 4 ahead of Garvin Maseo who finished with a plus 3. BB Koch despite today's impressive victory over Dintill Technical ending with a minus 2. And so they have been eliminated from the Dacosta Cup. They will play Ben Francis Football, a title that they won in 2019. It is their lone schoolboy football title. So here we have it. The semi-final lineup for the Dacosta Cup. Clarendon College, the defending champions taking on Garvin Maseo, the 2021 Dacosta Cup champions. Glenmure, the reigning Ben Francis champions. They will not defend that title because they're in the Dacosta Cup semi-finals taking on Dintill who are desperate for another Dacosta Cup title. The most consistent team in the last 10 years, Lansing Mariah Dintill Technical to have not won a schoolboy football title, whether it be the Champions Cup, which is the All Island Knuckle, the Dacosta Cup, which is rural area football's most cherished prize, or even the Ben Francis Cup that we've seen some other schools win. But it's a really good semi-final lineup I think in the Dacosta Cup. Yeah, Dintill haven't won the Dacosta Cup since the early 1980s have they? Yeah, 1981 I think it was. Yeah, and they have had some good teams in the past decade but just not going all the way. But it's hard to look past as you suggested Clarendon College and Glenmure for the title. Having said that all four semi-finals just look very, very strong. It's just that Clarendon College just they appear to have gears, you know, they appear to have the quality to just match anything that is thrown at them. And then when they are on song they look almost unbeatable. Lenny Hyde's teams and they have a look about them attractive and so on. But Glenmure looking tight and as you said Dintill can't be underestimated. So what I'm getting is you're picking anyone to win. It's an open battle. I give Clarendon College the edge. I give Clarendon College the edge but I think it's a good quartet of teams getting ready for the semis. Yeah, you know I wanted to skip the show today so I could go to Clarendon and watch the Glenmure versus Clarendon College and County. Yes, I wasn't allowed to do it. I really wanted to though because there are two teams that play a really attractive brand of football and I really wanted to see how that would come together in a contest. Clearly it was a pretty good game. Clarendon College coming out to one and I hope that I'll get to see it in the championship match again. Yeah, well there will be no skipping work. Yeah, and Ligea Williams referenced it yesterday when he spoke about the quality of the two coaches, Glenmure's Andrew Peart and Lenny Hyde from Clarendon College. He spoke glowingly of their coaching acumen and used that to suggest that those two teams have something special about them. Yeah, and we'll have to wait for the Dacosta Cup semifinals but what we will get a chance to see this weekend will be the quarterfinal matches in the Champions Cup which is the All Island Knockout. So you have the four semifinalists from the Manning Cup, Mona, Kingston College, Heidel and St. George's College will be drawn against the four teams from the Dacosta Cup, Glenmure, Clarendon College, Garver Marseille and Dintill and I can't wait to see those matches this weekend, Lance and Mariah because I was having a conversation last night and there is a feeling that this year the Dacosta Cup teams are actually better than the Manning Cup teams and so I think the quarterfinal matches will be quite interesting to see one first of all the matchups and then how they play out on Saturday. So of course the draw will be done tonight. We will have to leave early from our beautiful space to show you that which is coming up at six o'clock seven ECT. So it's a good look. All right we also have Nation's League football that's coming up on the channel this week and yes you will not want to miss this wherever you are across the Caribbean so let's have a look at the matches that we're looking forward to. This is Friday now Montserrat will take on the Dominican Republic. This will be on Sportsmax 2 p.m. 3 ECT then Bermuda versus St. Vincent and the Grenadines at 5 30 p.m. 6 30 ECT that one is on Sportsmax plus which you can get on the Sportsmax app so ensure you download the Sportsmax app now Barbados versus Nicaragua at 6 p.m. 7 ECT that will be on Sportsmax 2. Still Friday the big one Jamaica versus Canada first leg this is the quarterfinals of Nations League 1 and this will be on Sportsmax at 7 p.m. 8 ECT it will come from the National Stadium in Kingston yeah so we're watching closely for that there's also Honduras versus Mexico that's at 9 p.m. 10 ECT also on Sportsmax Belize versus French Guiana that will be on Sportsmax 2 at 9 p.m. 10 ECT so a lot of great action coming up in the Nations League this week and it will all be live on your home of champion Sportsmax Sportsmax 2 Sportsmax plus yeah don't know the app today.


The Defence Headquarters has urged Nigerians to do anything in their capacity to prevent terrorists from tormenting them in 2024. The Defence Headquarters made this call to Nigerians asking them to be security conscious and report criminal activities in their environments to security operators. Addressing journalists in Abuja, the Director of Defence Media Operations, Edward Buber promised that the military will take action on such information. Buber dderaf, to join in using the slang No Gray for Anybody, which is currently trending among the youths as a slang. Over our operations this week, troops have maintained an aggressive posture and our mission is clear on what needs to be done in winning the war against the terrorists and their cohorts across the country. We have demonstrated our commitment by our actions to win this war. Troops will therefore act with tremendous force to achieve the task ahead as we progress in the year 2024. Having said that, I will say this, this year, 2024, I urge citizens of this country to see security as a collective responsibility of all. Therefore, No Gray for Terrorists, No Gray for Perpetrators of Insecurity. Subscribe to our YouTube channel and don't forget to hit the notification button so you get notified about fresh news updates.


So without further ado, pleasure. We're going to keep on the theme of the emerging roles in a digital operating model. And to take us through that, great pleasure to welcome back Rob Akashok, IT management architect with fruition partners. Rob is also the senior IT management architect at DXC and co-chair of the IT for IT forum within the open group. And that's the group that's been working on the next version of the standard. Rob assists IT organizations to transform, to become lean and agile service providers, ready to manage the new digital ecosystem consisting of hybrid cloud and multi-vendor sourcing landscape. He is architecting the new IT organization, combining standards, practices, and concepts such as IT for IT, TOGAP, and SAFE. DevOps and continuous delivery, security management with established IT service management methodologies, such as ITIL. And Rob's been known to burst into song from time to time on these topics too. But for now, he's going to take us through his presentation. Great to see you again, Rob. And welcome back. Warm welcome back from the open group for Rob Akashok. Over to you, sir. Yeah, thank you, Steve. Thank you for this introduction. Just to check, you can see my full screen now of the PowerPoint slide. Yes. OK, thank you very much. Yeah, as organizations transform to this new digital operating model, also new roles, skills, and competencies are needed. But the question is, what kind of roles do you need in this new digital operating model? And I'm not just talking about new roles that you need in a single DevOps team or a single product team, but really for the entire organization. So digital management at scale and leading organizations are taking a more holistic approach to understand all the roles they need and how they fit into an overall digital delivery model. And this presentation is about that overall framework to position all your roles you need to manage digital. Now, let's have a look at the agenda first. First, I would like to explore with you the key evolving digital operating model practices, just to set the scene what's going on in this ecosystem. And then we're going to look at what do you need, what kind of capabilities do you need to manage the lifecycle of digital products? And I use the IT for IT reference architecture for that. And then I'm going to plot the different roles you need for managing your digital products and then look at what kind of roles do you need if you really scale it to the digital enterprise as a whole. Now, let's first have a look at the evolving digital operating model. As you can see in this picture, there's a lot going on that is changing the way we manage and deliver digital products and services. And in one way, we see the organizational model is changing so that we organize about the product teams, team-centric that have autonomous capability to deliver their services and manage it through the entire lifecycle. We see also the architecture model of products changing for my monolithic large applications moving into more component-based micro-services and platform-based services so that you can change components and doesn't impact the whole environment as a whole so different teams can create their own components and modify them. And at the same time, you see the delivery model is changing from a traditional project-based delivery models into DevOps and agile delivery models where we have this product team managing the entire lifecycle of your digital product from idea to production. And not just building it, testing it, deploying it, but also operating it and continuously improve it. And then we see the release model changing in instead of having large releases, maybe yearly, quarterly or monthly, we move into continuous delivery where we have the ability to continuously release new features and not just new functions that the business wants, but also to quickly fix issues when they arise. For example, continuous technology updates so that we don't have technology debt or fixing a production issue, for example, and improving the way we manage the product. So it's not just releasing new features but also managing the non-functional requirements such as security, risk and compliance. And then we see our practice model is changing. So in traditionally, we were very process-focused. Think about ITIL, which is organized around a number of processes like instant problem and change management or we have development processes, but now we move into managing and optimizing entire value stream for delivering their digital product. So not just optimizing one or two processes but really tie everything together as an integrated value stream. Our hosting models are changing from traditional physical data center to cloud and virtual machines to containers and cloud services. So we can deploy services, maybe even cloud native, in a more agile way. And then our sourcing model is changing. Traditionally, where we had many larger or small number of larger sourcing vendors for workplace, network and hosting and application support, we now move into a brokering model where we can broker services from different companies when we need them. So more like a multi-vendor sourcing model. And of course our support model is changing at the same time. We deliver now in the traditional, we had a kind of tier-based support where the service desk, they provide product support, but now we move into self-service self-help, virtual assistants, but also more automatically routed to the right product team that can fix this. And at the bottom, you could see some other changes like we become more data-driven, leverage the data in our digital organization to improve services, but also embed security privacy by design. So these are things happening at the same time when we deliver this new digital operating model. And with this product-centric delivery model, we see also some key focus areas so that we deliver better quality, but also improve the value we deliver for a customer. Reliability is also a key driver for many organizations at the moment. Reduce the number of P1 incidents, for example, but also deliver products safer in the sense that we ensure compliance and risk and security, but also sustainability for the environment as a whole and eliminate technology depth or happier optimized customer journeys. Cheaper in a sense is it cheaper to maintain and operate your digital product. And faster, as we mentioned, deliver value sooner and fix things faster if there is a need for that. So all the things are happening at the same time as well. Now let's have a look at the digital lifecycle and how you develop a digital product and what capabilities do you need? Because then later on, I'm gonna plot all the roles to this model. And I use IT for IT as the backdrop for this in a simplified manner. So IT for IT is basically providing all the capabilities you need to manage this digital operating model at scale. And there are four different capability areas as you see in this picture and a number of supporting capabilities to manage the cost, the risk and contracts, for example. But let's have a brief overview of what kind of capabilities are needed and why is it so important to think about end-to-end value streams? Now if we start with the strategy portfolio on the left side, we're really about managing our full product portfolio. What are all the products that deliver value to our customers and continuously evaluate and assess these products to see how much value did it generate, the cost, the compliancy, and that generates new ideas for improvement. And at the same time capture new demands from customers. And they're all consolidated in a portfolio backlog where we have basically the evaluation of what do we need to prioritize on. So this is really balancing the full portfolio of your products and the change against this portfolio and looking at the architecture current state and target state. So it's about this portfolio backlog basically has portfolio epics on different levels to prioritize that because there's never enough capacity to do everything. But this is on the portfolio level. And then the next value streamer really are into the product and team-based structure where we have the individual product teams, they work from their backlog, they design, develop and test their services, they make releases available and can deploy them themselves on the different cloud platforms when they need them. And it's about this value stream or this capability area is really about continuously the delivery and make sure new features and non-functional requirements are delivered. And at the same time when we release something we need to publish that in a catalog and make sure that people can consume our service through a request portal for example and updating the identities and access rights and then provision those rights. But at the time of deployment we also want to automatically update the configuration database so we know what's running out there, who's using it and what are the dependencies so that we can also automatically start monitoring our digital products and services in production and detect issues and preferably automatically remediate those through automation. And if not, we can raise incidents, manage the problems associated with that and provide customer support. And then we have a number of feedback loops. You could see here a feedback loop from incident to fix it. And it might be that some problems need to go back to the product teams. They create a new release and deploy that and fix that. And of course we have the continuous feedback loop from back to the product portfolio where we continuously evaluate how well is our product portfolio operating and what do we need to improve that. Now, a key ingredient of creating this digital operating model is also looking at the different practices because you really need to start building this bigger picture of managing the digital lifecycle. And at the same time, understand what kind of practices that I'm gonna leverage to build this integrated model like a skilled agile framework, for example, to manage the product portfolio at scale or enterprise architecture leveraging Togov, a scrum for the product teams delivering their software and services or DevOps practices to work in a DevOps operating model. Itails still for service management practices. And for example, emerging practices such as site reliability engineering could really focus about how do I automate and make sure my services are resilient, reliable, like monitoring or automated deployment and make sure that the teams build services reliable and automate them. And what's happening is when all these practices, they come with specific roles like a scrum master for scrum or a liability engineer or an enterprise architect. So you also need to consider this overall digital operating model and you need to understand what practices are you gonna use in your operating model because there are a lot of key roles are derived from these frameworks. But the key message is you need to combine them in overall that digital delivery model at scale. And basically what's happening and as you see this in this picture that you typically combine all these practices together and I include something further like NIST from a security perspective for managing your security instance, for example, for vulnerabilities and IT for IT is typically used as the overarching framework to bring all these practices together in a holistic digital delivery model. So what I wanna do now is look into this overall delivery model and look at the roles you need to manage this DevOps journey at scale. Now let's start with the digital product again but in a bigger context because your digital product and the value streams around that are part of a broader digital value network. So it's not just you consider your own enterprise, you also need to consider the interactions you have in your complete ecosystem like the customers and the customer journeys in their area or the vendors and the partners you work in in your network as well. And of course the governmental organizations that come with compliance requirements such as related to a data privacy. And it's really important to understand the context in this whole digital value network because you also need roles that are linked to these specific external components. For example, having a customer journey designer that really looks at how do I optimize my customer journey with the value streams of the customer or a user experience designer that understands the customer needs and experience needs or data protection officer where you need for my government compliance perspective you need somebody in your organization that's gonna drive this data privacy and make sure that it's implemented the right way. So when you design your digital operating model you also need to consider these roles in the broader digital value network context. Now, let's have a look at what roles you need in this specific on the level of a digital product. Now, what you see in this diagram is it's about managing the full life cycle for digital products or from idea to production. And the key roles you need in this basic digital product model is the digital product manager, of course that feels accountable for the full life cycle from idea to production and the services and the cost and the value and the risk and so compliance. An architecture perspective like a solution architect or nowadays the product architect and the product team itself with all the different skills needed to engineer this product and support it and continuously improve it. But the challenge is of course we have not just a single product we have many different products. So each of these product teams have their own skills and competences and their own roles their own product managers, their own product team. So the next level up if we're moving into a larger organization we need to look into how do you structure your product portfolio because if you identify the roles in a digital DevOps model at scale you need to understand the full product portfolio and not many organizations have a good solid digital product portfolio structured from a customer journey the value streams that enable them to the business value streams the business capabilities that underpin these value streams and then to the layer of all the different product teams and the digital products themselves because each of these layers you have specific owners like a person that looks after the customer journey like a customer journey owner or a value stream owner or a capability owner and then we go down to the digital product owner or digital product manager and from the architecture perspective you have a similar you have the enterprise architect looking at a bigger picture the domain architect looking at a specific value stream or business capability area moving down to the product architecture and this structure is very important because that's how you organize work in IT how you organize your accountability and responsibilities and it also determines what kind of work we need to do because some of the stories or feature requests comes in from a customer journey and then it's broken down to the different teams so and then not forget data because data is a very important ingredient of any organization so data is underpinning everything we do and so we need a person that focus on this data like a data owners, data architect, data scientist so the different roles that we're gonna explore later on on the data perspective as well now let's look into this a little bit more because I cannot emphasize enough that this digital product portfolio management so important and it's not just about the list of digital products it's really about as you can see in this picture the full product model at scale so the customer journeys, the value streams my business processes down into my business products down to the digital products and the different components that make up these digital products and more of course like interfaces and dependencies and so on and the vendors involved and we link this product model to the organization model because the organization model should be derived from the architecture of the product model not the other way around so it's very important to start with the product model and then you can derive how the organization should be structured in teams and team of teams and product lines because also work is structured this way and this is just illustrating a bit so we have stories that typically work in components or a feature on a product or an Epic Epics are typically more on a value stream for example, we wanna improve the user experience so we wanna see how we can optimize a customer journey so specific demands come in and we want to improve the customer journey we analyze the capability and then it breaks down into work that we need to spread to different product teams that need to deliver that so it's not just that every digital product is having their own backlog and thinks what they need to do is better now we need to work together as an ecosystem where we improve all the product teams together that's end to end customer journey so that's very important to embed this in our operating model we don't optimize digital product we optimize end to end value streams for the customer and the customer journeys now let's look at that again so we have these digital products with their own product owners and product teams and to work on this the next level we organize a number of products in a product line and sometimes these are called arts from a skilled agile perspective or a tribe or a cluster or a business domain but we group a number of products together and let's call the product line for now and this product line of course has a product line manager that really oversees everything's happening and can prioritize across the digital product because here we talk about value streams and business capabilities so here we have people like monitoring or managing the value stream like a value stream architect and a value stream analyst that really understands the end to end value streams across the digital products and a domain architect that can do the oversight and understand what's going on and so you can see that new roles are added in this product line level but there is more on this level because product teams need to be very effective and efficient so in theory we want as much of the skills and competencies should be within a product team so they can deliver and operate themselves but we know more products together are combined in a value stream so you can share resources in some cases like for example release coordination it's typically what you can want to organize around digital products themselves so they can communicate with the customer so for example we have a value stream improvement the release coordinator can coordinate across multiple digital value streams, products or we have a security lead in this space and agile coach and scrim masters and so a scrim master might not be dedicated to one product team but can be used across multiple product teams and so that's where you have kind of roles that sits within the domain but are used across different digital products but the next level is you introduce the enterprise level let's say where we see the end to end customer journey because a customer typically consumes services from multiple domains and here we have the enterprise architect and for example the customer journey analyst that understands the customer needs end to end and on this level you get again new roles needed and potentially also new skills and competencies now but this is not the end yet because next to products we also have platforms so it's very important to introduce the concept of platforms and enabling teams so the platform basically are those that are also product teams but they enable other teams to deliver value so for example the key platform that we have is that for example a cloud platform team or a technology platform team they deliver the standard building blocks that the DevOps teams or the product teams can consume and they don't need to develop it themselves it's a self service and they can consume those services for example standard API platforms or standard cloud hosting patterns so it's very important to have a good platform team that can enable all the DevOps teams to deliver better and safer and next to that kind of cloud platform teams you also need a digital engineering platform team because what you need is a good digital engineering capability meaning all the capabilities you need to do design, build, test, deploy, monitor your services make them secure, manage compliance and risk and be able to test them and this is not a simple task so typically you have a platform team that provides all the capabilities that DevOps teams need to better develop the software to code scanning, do deployment, do monitoring manage the licenses for example and monitor security so it's very important that you deliver this as a platform as a service where all the other DevOps teams or product teams can leverage and use so basically the DevOps teams running on top of the platforms can just focus on generating value for the customers they don't need to take care of the DevOps tool chain or to the cloud platform themselves no, they leverage these as servers so they can focus of generating business value but at the same time these platforms provide a lot of guardrails like for security, risk and compliance so it enables the teams not just to deliver faster but also make sure they are compliant and secure so let's have a look at that and how that fits into the role model so here you see again the product and the product line in the enterprise so now we add the platform teams to it so we have different platform teams as I mentioned we have the cloud technology platform teams and they have a cloud platform manager and a cloud architect and of course the cloud platform team and next to that we have the DevOps or the IT for IT platform team that delivers all the capabilities to manage your digital product lifecycle as I mentioned the development testing monitoring and so on and here you have an IT for IT architect looking after the entrant DevSecOps tool chain and the IT for IT platform team that delivers the automation capabilities basically for all the DevOps teams now let's have a look at how that all fits them together in this total picture of roles you need in this digital operating model so again we start with the platform teams we have the product teams we have the product line and the enterprise and now we're gonna go through all the roles that can be plotted to this entrant diagram but just a reminder roles can be combined into a single person so it doesn't mean you need all these roles with dedicated persons but it depends a bit on the scale of your organization but if you're in a large organization you need these roles in a DevOps at scale model so let's have a look at so the product managers we have different levels as you could see we have the platform product managers the digital product managers the product line managers and leading into the CXO and the digital officer we have architecture on these different levels so the cloud platform architect the product architect the value stream architect the enterprise architect for example so these are the key architecture roles that are embedded in this model and within the product team all the skills and competence should be there to manage the full lifecycle of the product so within this product team you have different roles as well but they can be combined into a single person like good software engineers that are really good at developing the software or UX designers UX designers is specific skill that not everybody has so you might have a specific role if your application or service is specifically has a good user experience interface needed infrastructure engineers that can look at the scalability of the infrastructure to automate that testing and then of course they also need to support so we have a support specialist and supporting the product through its lifecycle and as I mentioned across these product teams you might need a release coordinator that really coordinates across the different products communicate with the customer make sure that we generate the right value without having issues with risk and causing issues in production so communicate with the customer what is the best time to change this for example and on the enterprise level we have the customer journey design and the customer journey analyst as I mentioned then data as I mentioned is also a key area we need to focus on basically data skills are embedded in all the layers and I highlight a few key ones like a data protection officer that looks at the data privacy aspect a data architect, a data scientist and data analyst specific skills you need for a specific data issues you might have and then the chief data officer then security and compliance we mentioned that as well as also a key element as part of your digital product journey so here you see some key roles also important to mention that risk and compliance is fully embedded in the ways of working so for example in the digital engineering platform the CI CD pipeline for example make sure that security and risk is fully embedded there so the teams that leverage that are compliant because they leverage the standard building blocks so if they use the cloud platforms they're compliant with the components in the cloud for example so we have a chief security officer for example but in each domain we still have the security specialist close to that specific product domain as well and maybe somebody that oversees the whole identity and access management space which is a key area in many organizations and you need somebody to focus on how do we manage identities and access across all the product lines across the different customers and vendors there and then of course if you zoom into the platform teams they have specific roles like a key one I want to highlight is for example the reliability engineer that really helps the teams to build reliable software so for example they help with automation automated deployment or monitoring make things resilient, out of scalable and so on and that's not a skill that many organizations have in all the product teams so you need to enable that and that's why it's part of the enabling team and the same with the monitoring and observability specialist that person that really understands how can I better monitor my services and enable the teams to deliver those monitoring part of their product design and of course API integration specialist for example to facilitate the development of integrations and create standard patterns for that but in this DevOps model at scale there are still some roles needed that you would see typically in the traditional service management space because it's all about productivity as well so in principle every team should maintain and manage their product they should monitor the service to provide support but in some cases it's not very effective that every team has their own support model for example we have customers consuming multiple products and we have a lot of customers to support so there you still have some roles that like the service management roles on the enterprise level maybe a 24 by 7 monitoring team that they can make sure that we have a 24 by 7 monitoring capability and security operations for example to manage the end to end security cyber defense specialist that really looking at the entire cyber defense domain not just within one product line a security or a continuity lead manage the business continuity so we have on these roles also on the enterprise level or at scale level somewhere in organization and then now completing the picture there are some more roles in here like the catalog manager so a person that makes sure that we have a consumable service catalog and of course the catalog is maintained by the product teams but we need somebody that can consolidate all the catalogs think about an Amazon Azure there's an integrated catalog and there's somebody accountable for that service to make sure everything is consumable as a service for example now and not to forget on the supporting model we also have license and contract management financial management vendor management so as you could see in this picture there's a lot of roles and it looks very complex but it's really about looking at the entire organization and as part of your digital journey you need to start with a product driven structure so decomposing your customer journeys your value streams and your digital products and within that framework of scalability then you can determine which roles do I need based on the practices that I'm going to leverage and then you can plot it to the skills and competencies in your own organization and then starting your journey in this area but to have this bigger picture is very important when you start this digital journey so basically reminding you is we need to have this bigger picture we need to create a product breakdown structure and then plot these roles to this overall model so thank you very much for listening to this presentation I hope you can leverage this presentation in your own organization when you're thinking about what kind of roles do I need in this new digital ecosystem and not just roles within products and teams but really DevOps or digital at scale for the entire organization please feel free to contact me if there's any questions or comments that's always appreciated and thank you for listening to this session Rob, wonderful job as ever thank you very much for getting through that that was whistle stop speed you covered a lot there and have given a lot of information to people a lot of comments in the chat while you were speaking that you might want to catch up on so see you on the panel but meanwhile a warm round of applause for Rob Akashok thanks Rob thank you Steve