Good morning friends I am Pooh and today we will discuss the following question. In the following determine whether the given planes are parallel or perpendicular and in case they are neither find the angle between them. And the planes are 7x plus 5y plus 6z plus 30 is equal to 0 and 3x minus y minus 10z plus 4 is equal to 0. Now let the equations of the two planes be vector r dot vector n1 is equal to d1 and vector r dot vector n2 is equal to d2. Then the angle theta between the planes is the angle between the normal of the planes and is given by cos theta is equal to mod of vector n1 dot vector n2 upon mod of vector n1 into mod of vector n2. Now if the planes are parallel then we have vector n1 is parallel to vector n2 and if the planes are perpendicular then we have vector n1 dot vector n2 is equal to 0. So this is the key idea behind our question. Let us begin with the solution now. Now we are given the planes as 7x plus 5y plus 6z plus 30 is equal to 0 and 3x minus y minus 10z plus 4 is equal to 0. Now in the key idea we have equations of the planes as vector r dot vector n1 is equal to d1 and vector r dot vector n2 is equal to d2. Now suppose the position vector r is equal to xi cap plus yj cap plus zk cap and normal vector n1 is equal to ai cap plus bj cap plus ck cap. Then by key idea we know that vector r dot vector n1 is equal to d1. Now this implies vector r is equal to xi cap plus yj cap plus zk cap dot vector n1 is equal to ai cap plus bj cap plus ck cap and this is equal to d1. This further implies ax plus by plus cz is equal to d1 or we can write this as ax plus by plus cz minus d1 is equal to 0. This is the Cartesian equation of the plane. Now comparing this equation with this equation we can clearly see that here a is equal to 7, b is equal to 5, c is equal to 6 so we get the normal vector n1 as 7i cap plus 5j cap plus 6k cap. Again comparing this equation with this equation we can see that here a is equal to 3, b is equal to minus 1 and c is equal to minus 10 so we get the normal vector n2 as 3i cap minus j cap minus 10k cap so we get the normal vectors of the planes as vector n1 is equal to 7i cap plus 5j cap plus 6k cap and vector n2 is equal to 3i cap minus j cap minus 10k cap. Now the direction ratios of vector n1 are 75 and 6 and the direction ratios of vector n2 are 3 minus 1 minus 10 taking the proportions we get 7 upon 3 5 upon minus 1 and 6 upon minus 10. Now here we can clearly see that 7 upon 3 is not equal to 5 upon minus 1 which is not equal to 6 upon minus 10 so we get vector n1 is not parallel to vector n2 and thus the planes are not parallel to each other. Now we will see that whether the planes are perpendicular or not so for that first we will find vector n1 dot vector n2 and this is equal to vector n1 is equal to 7i cap plus 5j cap plus 6k cap dot vector n2 is equal to 3i cap minus j cap minus 10k cap this is equal to 7 into 3 is 21 5 into minus 1 is minus 5 and 6 into minus 10 is minus 60 and we get this is equal to minus 44. So we have got vector n1 dot vector n2 is equal to minus 44 that is vector n1 dot vector n2 is not equal to 0. Now by key idea we know that if planes are perpendicular then we have vector n1 dot vector n2 is equal to 0 so here we get thus planes are not perpendicular. In the question we are given that determine whether the given planes are parallel or perpendicular and in case they are neither find the angle between them. So here we have seen that the planes are neither parallel nor perpendicular so we will find the angle between them. Again by key idea we know that the angle theta between the planes is given by cos theta is equal to mod of vector n1 dot vector n2 upon mod of vector n1 into mod of vector n2. So here we have the angle theta between the planes is given by cos theta is equal to mod of vector n1 dot vector n2 upon mod of vector n1 into mod of vector n2. Now we have mod of vector n1 is equal to under root of 7 square plus 5 square plus 6 square because we have vector n1 is equal to 7i cap plus 5j cap plus 6k cap. This is equal to under root of 49 plus 25 plus 36 which is equal to under root of 110. Now mod of vector n2 is equal to under root of 3 square plus minus 1 whole square plus minus 10 whole square and we get this is equal to under root of 9 plus 1 plus 100. This is equal to under root of 110. So we get mod of vector n1 into mod of vector n2 is equal to under root of 110 into under root of 110 and we get this is equal to 110. Now we mark this as equation 1, we mark this as 2 and we mark this as 3. So putting 1 and 3 into we get cos theta is equal to mod of minus 44 upon 110 and we get this is equal to 44 upon 110. Translating the common factors here we get 2 in numerator and 5 in denominator. So we get this implies cos theta is equal to 2 upon 5 which further implies theta is equal to cos inverse 2 upon 5. Thus we get our answer as cos inverse 2 upon 5. Hope you have understood the solution. Bye and take care.


And it's no different than from from a Tells Hills perspective, you know, we get it a lot where walk in and say You're on the phone. It's you're just sitting there. What's going on? Oh, I got a I got an appointment In 20 minutes. I got a call back in 20 minutes So I don't want to get stuck on a presentation and it's just like how many of your callback appointments actually answer the phone True, right?  They weren't gonna hit the phone Anyways, and so, you know, you've got to make sure you're not, you know You're not counting your chickens before they hatch, right? I like that, you know You hear that all the time you like how's the day today good any sales? Almost He says he wants the 30,000 it's $250 a month and all he needs to do is is have me call him back tonight because you know his checkbooks at home All he needs is a bank account and some money, right? But he's ready. So I don't want I don't want to screw up calling that person, right and they get so Focused on that. Why do we get so caught up in the weeds and like analysis paralysis and like is it just sometimes we Prioritized dumb stuff to avoid working Yeah, I mean He nailed it. I was I was like that too. I used to make If crane was here, he'd say I mean I was the worst at This was very hard for me to make the transition because my my father is from Small coal mining town in Kentucky and so he's like old-fashioned and southern and all this stuff and so growing up like Telemarketing was such a novel concept because I saw the way he Answered the phone and did all that stuff And it was very hard for me to stand it wasn't my dad that I was called like I tried to practice on him He's like son. I still know you didn't understand why I was trying to do what I was doing But he wasn't he's not who I was after and it was hard for me to stand that because he took care of life insurance When he was you know a lot younger before I was born, you know, we had all that thing here We're after people that you know are the ostrich right to put their head in the sand and just pretend like they don't have to worry about it and That's why I remind myself all the time that there are more people working in call centers and everywhere else and it wouldn't Be that way if it didn't work But when I first started I'd still just be like listen to this guy. He's I know he's gonna buy I know that he just needs to see something right so I'm just gonna put this I would spend hours Making like Excel spreadsheets and putting numbers in there and like custom typing out a whole letter explaining all this stuff But this whole packet together get some stamps to that waste three hours of time Yeah, right And if you'll mail this out, you know thinking that if he just got that and did that but it's like These people have known about insurance their whole life. They've talked. I'm probably the 35th person They've talked to yeah about insurance, you know, and it took me a long time to I think that's a Good tip for people is understanding like, you know, this wasn't some, you know, cut-co Knife set like no, just a cut-co. They make great knives But like somebody knocks on my door selling me knife 30 seconds ago I didn't know I needed new knives until he showed me that I could cut through concrete or whatever it was, right? And but with you know insurance like I've always known it right and it's like so you're not telling me anything I don't already know and so there isn't some revelation there. I don't need to it's not a Kirby vacuum, right? I don't need to see the benefits. Although it's an important part of the presentation and that's why you know I really got everyone to understand that you're really selling yourself because they're gonna buy from somebody that they like and you know, I Don't say this to the client, but we have an expression. It's like you're 67 and uninsured for a reason So like we're talking today because you've had 67 years to think about this, you know, so Hmm. I like that you said something that triggered something for me too, which was When you're putting together that package, you know, it's headed out to Joe It's like that is going to be the one, you know, it's so much time It's it's it's good you mentioned that because it's like there's a lot of age out there sit there doing that kind of stuff And it's also in sales like we just said about how we're looking for reasons not to work But also we're always looking for the easiest way to make a sell, you know it's like okay well if I drove leads to this landing page and then they booked themselves and then oh By the way, they get an email next day and then they're gonna just fill out the application and do the phone interview How can I get to where I make sales about talking to people? You know quick rap sales in there? Yeah. Yeah It's like agents are always looking for the and I was probably the worst of this because I was always good at marketing and prospecting. I Was like, okay, how can I make? 20 grand a week and Not talked to anyone. It's like dude.  It doesn't exist There's some gurus out there on Facebook right now that'll argue with us No, no, no because they're selling you the course to do it. I know I'm sitting here in Jamaica and I can show you how to do what I'm doing Oh, you're making fun of me calling leads in Jamaica. No


Good morning, good afternoon, good day everybody. My name is Chris Davis and it's my pleasure to introduce this, the second in a series of webinars on the IT for IT initiative at the open group. Our speaker today is a close colleague and friend, Jim Johnson from HPE. Jim's a client enablement architect in the software group at Hewlett Packard Enterprise and his background is in IT strategic planning, enterprise architecture and software development. He holds an MBA in quantitative business analysis and lives in Austin, Texas. I'm speaking to you from Florida on the east coast of the USA, you'll detect from the accent that I'm not a Florida native. I currently serve the university system here in the College of Business and it's my secondary role to serve as the chairman of the IT for IT forum in the open group. So my role today basically is to act as the chairperson for the Q&A session at the end. So without further ado, it's my pleasure to hand over to our subject matter expert for today, Jim Johnson. Thank you Chris and welcome everyone. As Chris said, the focus of today's talk is around the strategy to portfolio value stream. I hope that most of you were able to attend the earlier webinar that gave a background on IT for IT architecture in general but we'll do some catch up on that in the event that you weren't there that you should get oriented on where we are and the focus of our conversation. So the IT, this is a model of the IT value chain that we've developed. It's characterized by value streams across the top flow. These are really the direct functions of the value chain and they're supported by various supporting functions or indirect functions across the bottom. We think of these main value streams within the chain as characterized by plan, build, deliver and run. This is a bit of an evolution from the plan, build, run model that we in IT have been using for years to characterize what we do. We think the small change adding deliver is a very important aspect because it kind of symbolizes fundamental change in the way we organize to deliver IT services to our customers and that will be apparent I think as we go through it. The center of that value stream is really the reference architecture which is characterized by a service model that underlies it and ties it together and a service model is really the different, it's a life cycle of a service as it moves through those value streams, those value chains. It's initially a conceptual model so that it's kind of, I like to think of it as kind of the marketing plan for a service. It's trying to understand why you're offering the service, who your customers are, what's the value of this service to them, where and when do you want to offer it to them. So it's really highly conceptual in nature, it's really the beginnings of understanding how much it might cost to operate a service and what the benefits will be. So it really is their cost and a benefit reason to be undertaking the service or offering it in the first place. As it moves along its life cycle, it becomes more, you can be characterized more as logical models so these are, if you think of typical models you might do in software development or in project management of a development engagement. There are views of the service in terms of actually creating the capabilities that it's needed to operate. And then as it may be released and actually deployed into a production environment and begin operating or it may be staged in a service catalog for someone to subscribe to. Then it becomes a true physical service that's in the operating environment. And it becomes available for customers to subscribe to it. So it's the different viewpoints from different personnel all under the same animal, it's all a service model but it's a very different set of views of that model so the tools and models change as it evolves through its life cycle. And this is what we call the level one diagram of the reference architecture. The value streams are represented along the bottom so it kind of flows from strategy to portfolio through requirements deployed to request to fulfill and detect to correct. It looks like a very linear model but it's really a continuous flow and there's feedback all the way from beginning to end and that's one of the major features of it is this interconnectedness throughout the value streams. You kind of read this thing by the blue boxes are the functional components that act on the artifacts and the artifacts are these black boxes so they're life cycle data objects and they are tied together through the solid lines that represent relationships between the data objects. And the purple circles along the bottom are a special designation of data object and that's the service model backbone so that those conceptual logical and realized stages that we talked about are characterized by physical artifacts that are stored in a service model along the way. And if you strip off the functional components, you get a really nice view of the relationships between all these key artifacts and how you can trace from beginning to end or end to beginning these relationships by referring back to the service model backbone that runs along the way. And if you think about how difficult it is today in today's operating world to if you've got a physical CI and operations to be able to understand if there's say an issue with it or an incident even knowing what service might be impacted by that incident or even more difficult to understand what customers may be impacted. There's just a tremendous amount of work that we do in IT today to understand those relationships and make them available to us in operations. One of the really great aspects of the reference architecture is it defines out what are the essential artifacts and relationships that we have in IT that we have to deploy. We have to be able to understand. We have to capture and we have to instantiate the relationships between them that makes all that really possible. And then you can begin to think of all the systems of insight that you might be able to create when you can follow these relationships of your key controlling artifacts throughout the IT life cycle. So looking at the value chain again in order to value streams. Just very briefly, strategy to portfolio is all focused on planning. So it's about defining the objectives for a service and aligning them to the business strategy and various IT roadmaps. It's about optimizing the portfolio of services that IT offers for the business. It's about getting your demand documented and consolidated and prioritized and then creating and managing the set of requirements that can realize those demands. And analyzing all that and then choosing what's the right set of investments that IT should be making in any given period to respond to that demand. The requirements to deploy is all about focused on building or sourcing and turning the investment decisions into services. And we'll have follow on webinars that go into detail about requirements to deploy and request to fulfill is focused on the delivering and making those services available to a consumer and that's really all about focusing IT's relationships to customers through a catalog, through a catalog view that people can order known services with expected deliverables. And then detect to correct is focused on keeping those services running in production and that's the classic operational services that are familiar to most of us in IT today. And like I said, these are all this chain, this chain of combined value streams is all made possible by that reference architecture that ties them all together. So strategy to portfolio, it can be thought of as really kind of four major phases or aggregations of activities. The first one being aligning the strategy. So this is where we really focus on aligning what we do, what we operate, what we invest in in IT with business objectives, where it's all about aligning to business goals and IT roadbaps so that the investments are optimized in that they come out when the business needs them, the platforms are there at the same time and you're not duplicating investments where it's not necessary. So IT strategies are created and documented and the means that they are to be achieved are spelled out here in the strategy component. So to realize a portfolio is really most about understanding the portfolio and how it relates to the connect collection of financial assets so our individual portfolio stocks and bonds and bank accounts is kind of the analogy we typically use and so rationalize our portfolio of services is a similar kind of aspect. We want to make sure that our risk is managed and that we're investing in a portfolio that actually achieves our IT objectives that support the business objectives much the same way we want to invest in a portfolio of stocks and bonds that achieves our life objectives. So by modeling the relationships between services and the business architecture it's really a key aspect of being able to make those investment decisions. As we'll talk about later, the focus of IT or being driven to really focus on supply and business needs paramount rather than just running IT because it's the way we've always run it. So prioritizing the backlog is another major aspect. Demand comes from a lot of different sources. So we've got from the business change requests and enhancements, from the business and IT strategic planning we've got various investment initiatives and major policy decisions and from our production environment, our run side of things we've got problems and patches and security issues that have to be addressed. And then IT itself always has a set of technology modernization and transformation activities that it has to undertake just because the tools of the trade are constantly moving underneath us. They're constantly changing and IT organizations have to keep up with it. And then managing investments is focused on really deciding which of all these demands we really want to address at any given point in time. The number of demands and the backlog, there's no way you can do them all. And so you have to have some way to discriminate between them. So there's a lot of constraining factors on it. And obviously there's budget, there's the amount of risk that the organization is ready to take on. And that risk threshold changes with organizations, depending on where they are in the calendar or where they might be in their business cycle. The backlog has to be evaluated with respect to what new value will be lost by not doing something. So it's not just a decision of whether it's worth it. It's what's the opportunity cost for not doing things that have to be considered. And then resources are a constant constraint. So the availability of really scarce resources like technology, expertise, and domain specialists. So given all that, IT has to make a choice. And those investments that rise to the top then become proposals that can be acted on by the requirements to deploy a value stream. It helps to think about what happens in these activities by looking at comparing it to kind of our changing economic model. An analogy that is often used is that IT is rooted in the past in operating in a kind of a planned economy, where we ran things based on a big central plan. And we decided how much capacity we're going to allocate for a given application or service and when and where it's going to be offered. And we go execute that plan. And if our business moves in a different direction and there's more customers in a given place than we had planned, then we have the economic, we have something similar to bread lines where a commodity that is wanted, we don't have enough of it. Or we may have something similar to a lot of cars being built and sitting on a lot that nobody buys because there's not enough gasoline. The effectiveness of the plan is everything. Well, the ability or IT operating in that manner is quickly going away. We've got to move to more kind of the analogy of a market economy where we're delivering what the market wants when the market wants it. And so the way we did things in the past and say in aligning strategy where we'd have a big two-year plan where we'd have maybe quarterly reviews, but we would build a cost model from top to bottom and say, here's our plan. And we go forward and very only occasionally make changes to it. What we're going to be doing in the future and what we think the IT for IT enables is the ability to really collapse that planning cycle into much shorter aspects. So maybe quarterly rolling planning cycles with even a biweekly CEO review. I mean, it has to be really quickly adaptive. And the decisions are made based on the impact of the business instead of impact to the cost. So we want to really get the business stakeholders involved and react quickly so that, as I said, our model is more like a marketing plan where we understand what customers want and we adapt to it really quickly. In rationalized portfolio today, mostly, the decisions are made based on what do we have to do to support our core business and then what kind of resources do we have to get things done. And in the future, we really need to cater to the business needs and we're going to have to be organized in much more agile teams with services provided through multiple sources instead of just everything we can build and very flexible skills. And prioritization today so much is done based on what we have to do. Often, when you go through your budget and your plan, you're essentially 70% or 80% of your budget are devoted just keeping the lights on of what you're currently doing and what you have left over is something you might try to do some innovations with. Our focus is really on business process efficiency. And operationally, it's very much a focus on stability, almost a view that change is evil and so no changes in the next quarter or at least until after Christmas are all the kinds of policies that you're used to seeing. Where we want to get is really have innovation be the trump everything. And it'd be the center of our prioritization where we're really flexible and we accept sourcing and outside service where it makes sense and IT being really the broker of those services as much as they want to be a developer or an operator. And the focus really moves to managing the risk and security of these services rather than the day-to-day aspects of it. And again, customer impact, loyalty, revenue, those things that impact the customer should be one of the driving prioritization factors. And in managing the investment, today, we really have very little ability to actually look and see if the investments we made are actually realizing the benefits that we wanted. Our data collection for this is really it's kind of a spreadsheet-driven world in a lot of cases where you roll up information from department to department and put it together. Going forward, we really want to be driven by those top-down goals. So look at our investment portfolio and what benefits do we want to realize? How are we doing? Are we on track? Are the goals the same as they were when we launched this service? And we can only do that really by having a good set of KPIs tied in at a service and feedback coming in on that service on kind of a real-time basis. And it goes beyond feedback or the KPIs that we think of today. In the operational world, yes, we really want to know that we're meeting our service-level agreements or that our performance objectives are being met on a service. But we also want to know, is the customer benefit there? Are customers adopting it at the rate we thought? Are they paying for it what we thought they would pay for? Are they substituting some other service instead of using our service? So it's really a market-based view of how our investments are operating to help us decide what we invest in in the future. So again, here's that reference architecture view. And as we said, strategy to portfolio is really the first column. It's the smallest value stream in terms of how many functional components and data artifact it manages. And so as we look into it a little bit closer in the enterprise architecture component, this is where we really create the service architecture and relate it to the other dimensions of the enterprise. Like I said, the business architecture, the technology and information architecture, and those roadmaps and plans. The service architecture is the essential data object. It includes blueprints for the service, enterprise guiding principles that apply, and technology roadmaps that would impact this service. The service portfolio component manages the entire portfolio of services that are in plan or in production or in transition, or maybe have even been retired. So it's the authoritative source of the services that IT even knows about. So either they deliver it, or they broker it, or they may have in the past, or it's going to be offered in the future. It's the complete picture from a service standpoint. And so its key data objects are the conceptual service and the conceptual service blueprint. And we talked about what that conceptual service means and the information that's contained in it. So the portfolio demand component is where we log and maintain and evaluate all that demand. It's really the single funnel where we get a view to all that demand. So sources can include project ideation, service requests, incident management, continuous improvement, the sources from all over the organization. And the idea is to funnel them into this one function where we can have them all together in a single view. The portfolio backlog item is the key data object that it manages. And as you would expect, that represents what that demand entails, who's asking for it, when they want it, why they want it, et cetera. So the policy component manages the creation and the review and the approval and audit of IT policies. So that policy data artifact is a thinking of it as a central repository for storing and organizing all types of IT policies, so things like policy distribution and acceptance, exception processing, revision history, regulatory and security compliance rules, review periods. All those kinds of activities happen within the policy functional component. And then the proposal functional component is really, again, it's the authoritative source for the list of IT proposals. And these proposals may or may not result in scope agreements that lead to IT initiatives that actually get acted on. And the scope agreement really spells out the objective of this proposal. So things like the cost of it, what's the benefit, what are the key attributes of a proposal, when do we need it, who is going to deliver it, or who might deliver it. It's all about the goals for an eventual IT service project. This is a level two architecture, so this is a little bit of a deeper dive into those five functional components and their data artifacts. And it includes the relationship of those artifacts to its surrounding world. So the kind of grayed out boxes are either functional components from an adjoining value stream like requirement to deploy or detect to correct, or they're supporting functional components. So there's cost modeling, IT asset management. And at this level, you see some more details about the data relationships and indeed the information flow from other functional components. So you can see a cardinality between these key relationships. And you get a sense then of how one conceptual service may lead to multiple conceptual service blueprints, how policies relate to conceptual services and requirements. And it's this relationship, this core relationship, that I've talked about before is so important in being able to see and to end across the chain. So what are the benefits to IT and to the business of structuring strategy to portfolio and the way we operate IT? We've tried to summarize them here and we've talked about them before. So to some extent, this holistic view of demand across the PMO, your cloud and your enterprise architecture and your service portfolio being able to align to business priorities, so enhancing the business agility and speed that you can deliver innovation to the business is really one of the big drivers. Data consistency and just visibility of the data to just think how many places you have demand captured somewhere today in some form or how many places you may have proposals or ideas, policies. Policies are the mechanisms that we use to store policies or to evaluate policies are very widespread today with very few standards. Financial visibility, like we said, we want to be able to get real-time feedback on how our services are performing versus how they're expected to perform and what is their real-world impact to the business? So how are they contributing to business objectives and the achievement of business goals? Traceability is core to this whole thing. So those core, those key data artifacts being traced across their lifecycle. And then communication between IT, between sources of operations in IT, between operational groups, between IT and its business partners, it can take on a different measure when you've got all these other things, when you've got traceability, when you've got financial visibility, when you've got consistent data that you share, when you've got holistic views. Your communication with all these stakeholders becomes much more efficient, much more effective, and very much more satisfying, I think, to everyone. That's probably the word I was looking for. So we've identified a set of critical success factors and key performance indicators for strategy to portfolio in the area in service portfolio rationalization to really succeed at that. We've lined out some KPIs that need to be tracked and followed, specifically around the, you've got a formal service portfolio function, and you've got a process that you've got taxonomies for understanding the functional and technical redundancy and business value of a service, that your processes, you have processes for consistently evaluating and tagging portfolio entries that you do ongoing rationalization, and that your service and IT portfolio management are themselves rationalized. Service portfolio financial analysis, accounting records are produced on a regular basis, and the investment spent in each of these is monitored. These are just detailed things you can look and measure to see where you are from maturity standpoint on each of these critical factors. Service portfolio reporting and analysis, service portfolio needs to exist, and is there a basis for deciding which services are offered. Service investment tracking, the investments in each service is quantified in service portfolio, and it's reported on a prescribed cadence. The to improve customer satisfaction, are customer satisfied? Are you measuring? These are very simple things that we want to focus on and just begin to up our maturity in all of these levels. Critical success factors for stewardship of IT. Some of the things that you see often are CAPEX versus OPEX, software license percentage and use. Some things that you don't see very much are planned versus actual cost. Actually, rolling up all the cost to a service is probably something that is not done on a regular basis and certainly not across the entire portfolio of services. And understanding what is a cost to a customer is almost impossible to measure today for a lot of what we do. Security, obviously, is a very important factor. So what's the frequency of security assessments and what are the noted deficiencies in security standards? Some very simple KPIs, but have a look at them and judge yourself and just see where you stand on this. Then it can help you decide where to really get started on thinking about structuring your planning activities in alignment with the IT for IT architecture. And there's a lot more information at the open group. We've got a standard published out there and you can go download a document that goes into more detail about all these functions and strategy to portfolio. And I encourage you to do so. And Chris, I think I'll open up for questions at this time. Fantastic. Thank you, Jim. And thank you all for the questions that have come in. What I propose to do is to allow Jim a moment or two to get his breath back and just re-articulate exactly what you've just seen and then to go back towards the beginning of the deck and take the questions in a kind of a chronological order based on Jim's presentation. So Jim has introduced you to the first and arguably the thinnest of the four value streams that we use to conceptualize the IT for IT initiative. Also be aware, please, that the value stream orientation is a very, very high level view. And what Jim has attempted to do in a very splendid presentation is to zoom you from the sort of helicopter view that we would use to pitch to and demonstrate value to a CIO or another member of the C suite in an organization. The value chain and value streams are business orientations that they rapidly lock on to. And he has driven it down through the five levels of abstraction that we use. The reference architecture that you've seen him illustrate in the slides is roughly level three. By pushing down through the functional component level, through the data artifacts we get into, the data integrity required to maintain the CMDB to provide consistency in the data models in products and services that vendors, like HPE, Service Now, CA, BMC, and so on, all need to offer to bring this reference architecture into operation. So not so much a health warning, but just some perspective so that you understand that Jim has spoken merely of one of the four value streams that we use in IT for IT. So if I may, what I would like to do is to go back to the beginning. So in slide two, Salman asked, is there any similarity in the plan, build, run, monitor model of COVID to what we've done in IT for IT? Absolutely, Salman. The idea is that the reference architecture that we've articulated in this new open group standard through that process of abstraction can accommodate any process model through the reference architecture. So the purple line running through the slide that you see now is a little bit deceptive, A, because of its narrowness, and B, because of its richness. This will work in an environment where we are reliant on more traditional structured methods or in an organization that uses DevOps and more agile techniques. So we don't have an explicit process model in there. So this thing is very flexible, and what we've done with Porter's value chain is essentially flipped it on a horizontal axis to provide that sort of margin. So the values that are added are efficiency in the business of IT, as you've heard Jim explain, and agility. Okay, the second question, could you give us a little bit more on managing demand, Jim? Specifically, what steps could be taken to consolidate and prioritize in that prioritized backlog box third from the left? Can I take that one back to you? Yeah, so I think the key message is enabling a single view to the entire backlog. Today, demand is, like we said, that you've got service requests, you've got project proposals, you've got IT initiatives, you've got architecture changes, and they only come together once every planning cycle to a large degree, and they're considered in isolation until that time. So the idea is to have a view to all of those all the time in almost real time, and to be able to associate those with the services that they impact or that depend on them, and be able to trace from that service then back to the business drivers that you're trying to satisfy for the business in order to allow you to, on an ongoing basis, understand what goals are the customers asking you about, and what do they align to, and say is there momentum building in any specific service versus another so that you can continually turn that dial on where you're making your investments and where you're focusing. Yeah. Thanks, Jim. So Dave, I hope that answers your question. Another question was raised by Ead Hindi who asked whether or not enterprise architecture should be involved in the strategy to portfolio phases earlier, and I'll respond to that by reminding you all that this is a reference architecture. So what we provide is prescriptive, but not entirely fixed. So the huge benefit which Jim has begun to articulate is the flexibility and transparency of the insights that this provides. So we have folks from Westbury software working with us to provide the monitoring of KPIs, continuous improvement, and so on, so that's ongoing work for us. But remember that the emphasis here is on a reference architecture, something that has not existed before. This enables us to enable IT to be run like a business. Some research that was provided for us by Gartner estimates that in a $1 billion IT operation, that a cost improvement, a cost reduction of between five and 20% should be feasible through this. And the reason is because of the dynamism of this space. So virtualization, service orientation, which is becoming more and more endemic in the IT service management space, both from a technology provider point of view, and also the expectations of internal customers, make this a very key place that we need to be ourselves agile. And this is what the reference architecture enables. Yeah, if I could just expand on that a little bit. A lot of these visuals imply a process. And when we see an arrow pointing left to right, we're trained to see a process and like a flow of things. And the point to remember is we are not talking about processes here. And so if you were to take your strategy portfolio organization and build a process model, you would probably see stakeholders from enterprise architecture involved, front left in your process model. But it's not the way it's depicted here. Absolutely. So although it's prescriptive, it's prescriptive guidance. It doesn't actually regiment roles, responsibilities, and positions in the organization. So I hope that's clarified that. Several questions have arisen on the mapping to ITIL. We see this initiative as highly complementary to ITIL. This is the first time that there has been, and if you will, off the shelf, ready to use a set of prescriptive guidelines that can be brought into the business of IT. We don't see this as replacing ITIL. This is highly, highly complementary. This is driven by enterprise architects working in this space and is a TOGAP-driven initiative within the open group. So we have used TOGAP to drive the whole of our endeavor in building the IT for IT reference architecture. I wouldn't argue that we map to TOGAP. TOGAP is just a framework. This is a reference architecture for the business of IT. But it is very complementary to ITIL. We wrote, I wrote an appendix for the pocket guide for the IT for IT initiative, which compares and contrasts ITIL and IT for IT. So there are a number of similarities, but there are also some significant differences. So this is much more prescriptive and of use to both customer and vendor organizations. So I hope that's responded to most of the questions there. There are a few more that are just coming in on the screen, but I'm gonna ask you to step forward briefly, Jim, if I may, to the slide where you've got the strategy portfolio level two, the one where you get down into the functional components for a little bit more. That's the one. Again, this is now a more detailed view that demonstrates, if you will, the richness of the deeper levels of what in the old days we would call functional decomposition. So now we're pushing down through level three of five in our IT for IT collateral, towards the levels where the CMDB would exist and product and service specific specifications need to be made in order to maintain the integrity of the data. This is all about the data. So be aware that this detailed view complements very much the very high level, more helicopter view that we give with the value chain and the value streams. One of the questions that's just popped in, which I didn't have time to note and type a response to is what are the use cases of the IT for IT reference architecture? At the moment, the best response to that is Mary Jarrett's wonderful presentation from the Edinburgh meeting a few weeks ago when she highlights how IT for IT has been introduced worldwide across shells, very complex operations in exploration oil extraction, retail operations, financial services and so on and so forth. We also have use cases from organizations like Delta Lloyd, Accenture and various others which we share through the open group meetings. So those will be coming soon and we hope to build those more directly into the standard itself so as to articulate the opportunities to apply the reference architecture. Hugo asks, IT for IT is nicely evolving into the reference architecture of an ERP for IT. It embodies the best practices from modern IT. Is there a companion open source community attempting to create an instance of an ERP based on IT for IT? We're not aware of it but this is the open group. So the purpose of sharing all this in this webinar is to encourage and maintain the integrity of contributions from subject matter experts like yourselves but that primarily comes through involvement with the open group. So at the moment we have some 60 companies in the forum. We have seven major software vendors. I have altogether about 250 enterprise architects all of whom are senior subject matter experts like our speaker, Jim Johnson. And we estimate that to date some 20 to 25 man years of effort has gone into the material that you've seen briefly outlined specifically in relation to this one value stream this morning. And at the moment we are at the point of having the new standard downloaded around about 2,000 times. So there's obviously a great deal of interest in this because there is now the potential to spread the community and the ability to contribute to this initiative. So I hope that responds to the question about how to get into the conversation. And Frederick asks, are the contributors of this initiative working on a maturity model that would help IT departments to adopt this approach regarding the assets that they're managing. So virtualized assets like cloud and big data. The answer to that Frederick is absolutely yes. My colleague, Mike Fulton and Eric Vitter lead our adoption work group. And one of their efforts is to look at the maturity of both users, professional users of the IT for IT collateral, the materials. So people certification and continuing professional development of people. But we will also be looking at CMMI and trying to create some equivalents of that so as to certify organizations. And obviously we'll be certifying the products that conform to the IT for IT standard. Okay, I've got a question here that I'm not entirely sure I can respond to. Alan Baldo asks, could we please elaborate a bit on how the automation aspects that could be applied to this subject? I think I'll let you speak to that, Jim, a little bit in the context of what we call systems of insight. Yeah, that's one of the most exciting aspects of this is being, if you think about automation as we use today, say in operations management, where we have made a lot of progress in automating the process of understanding incidents categorizing them and even detecting incidents before the customer does and adjusting to them, you can begin to see where with the end-to-end data and relationships that are exposed through the reference architecture, you could envision an implementation where you have that kind of automatic monitoring in almost any of the processes that move your artifacts through the value chain or through their lifecycle. And so where automation could be most important, you could certainly envision in the future that happening. And that's one of the fundamental capabilities that I think the adoption of this standard set of artifacts and relationships exposes. Excellent, thank you for that, Jim. And without whizzing back to it, the third or fourth slide in the deck that Jim spoke to, where we talk about the conceptual service model, the logical service model and the realized service model. The service model backbone, which sits at the heart of our reference architecture, one of the primary contributions there are the systems of insight and the notion to continuously monitor and maintain visibility of costs is one of the major benefits. So I will close now as chair and thank Jim Johnson once again for a very, very enlightening presentation. And thank you all for attending and your illuminating questions. Simon and I will summarize those and make them our responses and the deck that Jim has presented to you available. Without further ado, I'll hand back to Simon. Thank you, Chris, and thank you, Jim.


Coming up on DTNS LastPass is tracking you. Facebook is trying to decide whether to put facial recognition into its augmented reality glasses and how to fight Zoom fatigue. This is the Daily Tech News for Friday, February 26th, 2021 in Los Angeles, I'm Tom Merritt. And from Studio Redwood, I'm Sarah Lane. Also in Los Angeles, I'm Lamar Wilson. And I'm the show's producer, Roger Chan. We were just talking about taxes, but also fun stuff. I think we've invented a university. If you would like that wider conversation, actually, there's some really good tips on shooting video in there from Sarah and Roger. Get our expanded show, Good Day Internet. Become a member at patreon.com slash DTNS. Start with a few tech things you should know. Bloomberg sources say that Sony will enable expandable storage on the PS5 by the middle of this year, activating the console's M.2 SSD slot and higher fan speeds. It's unclear what drive speeds and specifications external drives will need to meet to be compatible. Google introduced the Sleep API, which will analyze a phone's light and motion sensors on device, AI, to produce a sleep confidence metric at short intervals, as well as a daily sleep metric calculated after you wake up. Google hopes the API will save wellness app developers time when creating sleep tracking apps and users must give the runtime permission before any apps can access the data so you have control over it. Telegram announced in a blog post that it's adding new features for iOS and Android to auto delete messages in any kind of chat. It was previously only possible to do that in encrypted or secret chats. Messages can be set to delete from either 24 hours to up to seven days after messages are sent after you turn the feature on. If there were messages previous to that, they're still gonna be there. Telegram's also now allowing invite links that now expire and new support for unlimited groups. VMware issued a patch Tuesday for a remote code execution vulnerability in VMware vCenter server for Windows or Linux. Within a day of that patch, a proof of concept exploit was all over. There were about six of them, probably more in the wild. Researcher Troy Merch of Bad Packets wrote on Twitter that mass scanning activity for vulnerable servers had been detected. The vulnerability has a score of 9.8 out of 10 for severity on the common vulnerability scoring system. Users will need to update vCenter server immediately or implement recommended workarounds. Facebook's independent oversight board is binding when it makes decisions on moderation appeals, but its policy change recommendations need only to be considered. The oversight board made 17 policy change recommendations in relation to its six moderation cases that it decided at the end of January. Facebook has said it will follow or consider 16 of the recommendations. Facebook will not follow a recommendation to change its definition of imminent harm, so it's not applied as often to misinformation about global health. All right, let's talk a little more about LastPass tracking us. Lamar, are they looking at me now? They are, I'm also looking at you too. You look nice. All right, Exodus Privacy analysis, how many trackers are used by Android apps? Its security researcher, Mike Cookets, highlighted in a blog post February 20th that LastPass had seven. Exodus also found four trackers, each in Dashlane and Roboform, two in Bitwarden, and none in one password. Cookets said that the data tracked by LastPass included smartphone make and model and whether biometric security was engaged. LastPass told to register that the data was used to improve the product. No personally identifiable information is collected and users can opt out of the collection and events settings. Yeah, so if it's zero tolerance, this is good to know for you and you can pick one password because it's the only one that's not gonna track you at all. I personally don't have a problem with some tracking in order to improve the app. I get that like, hey, how people interact with the app is generally useful in making a better app. So I went and I looked, I actually really like Exodus' site where you can look and it will tell you what the tracking apps are, who runs them, what kind of data is collected. And the only one from LastPass that raised my eyebrow is Mixpanel. Mixpanel can be used just to tell how an app is used, but it can also be used for targeted messaging and advertising. And granted, LastPass gives me the ability to go in and say, don't track me at all, which I will do, but I don't love that they're using Mixpanel. Nobody else is using Mixpanel of the others that I looked at. I don't mind the biometric security seeing if that was engaged. I think that's a good thing. And maybe they're paying me to say, hey, we noticed that your iOS or in this case, Android, could be more improved. Because I know there's some apps like that now to say here, here's five ways you can improve your security. I think that's a good one. Yeah, or it could help them with adoption. Like, ooh, only 30% of our users have used biometric. Let's see what we can do to make it easier. Yeah, yeah. Yes. Yeah, exactly. Because as a LastPass user, I used to be a one password user, but it's all LastPass now. The company is pretty good about saying, here are some things we've noticed. Let's do a security check here. You might want to look at these two passwords that are a little bit similar kind of thing. So some basic, hey, we want to know if Sarah's using an iPhone and if there's biometric security that could be strengthened, I don't bother me. But like you said, Tom, it's all about, okay, well, what is tracking you and what could it do? And would this be at the very least annoying and at the very worst, something that would cause you to change password managers? Yeah, and honestly, if you're upset at LastPass for moving the free tier into being split between platforms, like we've talked about, this may make you go like, well, why would I even bother with whether they're tracking me properly or not? When I could just switch to another one like Bitwarden that only has two trackers or one password that has none. So I think it will push a few more people that direction. Yeah, I think so. Smart speakers have trouble working for people who have trouble using their voices. Atypical speech can arise for lots of reasons. Conditions like ALS, cerebral palsy, Parkinson's disease, hearing loss, just if you have a stutter, sometimes these voice assistants can't work with that. There's lots of reasons. Wall Street Journal has highlighted some tech projects to improve speech recognition for these millions of people who have this issue with them. Google product manager, Julie Katow, is collecting atypical speech patterns to improve training for voice recognition tools, and Google's Project Euphonia is testing a prototype that lets people with atypical speech train their voice recognition system themselves. In fact, those two are working together to help each other. In December, Amazon integrated its voice recognition system with Israel's VoiceIt. VoiceIt trains algorithms to work for people with speech impairments. So it's self-training, but it's built specifically for people who have speech impairments. And Apple's Hold2Talk feature lets users control how long Siri listens before interrupting them, especially for people who take a long time to speak, longer than normal, or maybe who have a stutter. That can be a problem where the voice recognition assistant gets impatient and interrupts you before you're done making your request. So Hold2Talk helps with that. Apple also published a study that showed they used 28,000 audio clips from podcasters with stutters to train an algorithm to detect stuttering automatically, something that would also allow them to not even have to use the Hold2Talk, but could be used to improve Siri. In other ways, Apple didn't say how they might use this, but looks like there are some moves being made to address this complex issue. I love this. As somebody who has embraced talking to my smart speakers for a lot of reasons, sometimes it's something as simple as a math problem that I can't figure out, and I don't feel like opening the calculator on my computer, I mean, there are lots of things I'm doing besides asking her about the weather, which is also another one. But it's not hard to trip up the smart speaker. Sometimes I'm kind of in the middle of something and I even say it weird, and the smart speaker is like, I don't know what your query was, which is kind of understandable, but there are all sorts of reasons that somebody with quote-unquote normal patterns of speech sometimes have a hard time with this. So if the speech pattern is at all off of that norm, that kind of median type thing, I can only imagine how frustrating it is. And the thing about speech impairments is they're not all impaired in the same way. There are all sorts of reasons that it's like, oh, it might be slower speech where the assistant needs to understand that it's just gonna take a while before they try to respond. You don't have all your information yet or something perhaps is a pattern of repeated words or words that are more of a staccato type of a thing or for something like cerebral palsy or Parkinson's, it might be something that's really depends on the person and what the specific need is. So for any kind of intelligent learning that can say here are a lot of known ways that this can deviate and how a machine trained to hear voice can be inclusive to as many people as possible, that's a super great thing. Yeah, I know how defeating it could be, even for myself sometimes to try to say something to my home pod and it just rushes in because I'm not fast enough. So being able to even tweak that on that or I love this whole to talk feature just for people who just talk slower, they're thinking about how they wanna say it. It's already intimidating to talk to this digital machine to begin with and I think any type of improvements on that it's just kind, it's just a kind thing to do. So yeah, that's my opinion on that at least. And atypical speech often can be a symptom alongside mobility impairment or the inability to use certain limbs in which case speech recognition becomes even more advantageous if it can recognize what you're saying, right? Because you could just tell something to do something instead of having to type or move something yourself, go turn on a light or whatever. So making it useful, I think it has a multiplier effect in this situation. Well, speaking of voice activation, Facebook announced that you can now use the wake word Hey Facebook on its portal smart displays as an alternative to Hey Portal. Okay, Facebook makes portal, now you have a choice. Facebook is also rolling out Hey Facebook to Oculus Quest devices. So you can turn it on in the experimental features panel of your quest. The double tap voice command app isn't gonna go away if you prefer to use that instead. You do not have to say Hey Facebook while inside Oculus, but it's a new option. Farther down the road is the idea of building facial recognition into smart glasses. Buzzfeed reports that Facebook's VP of augmented and virtual reality, Andrew Bosworth said at a company-wide meeting that Facebook is trying to determine the legality of offering that feature. Bosworth said, quote, face recognition might be the thorniest issue where the benefits are so clear and the risks are so clear and we don't know where to balance those things. Bosworth said on Twitter, we are going to have to have a very public discussion about the pros and cons. Yeah, you think? So what do we think here? Do we want glasses to be able to tell us who we're looking at? As a person wearing the glasses, I would probably say, oh yeah, that sounds really helpful. As a person who might be identified by someone else wearing glasses, I say, not so fast. Yeah, for Lamar, what do you think? It has seemed like the promise was, oh, augmented reality, it'll help me remember people's names. Yeah, first of all, just for the record, I just want to be on the record for this. I will never say, hey, Facebook, after the sentence, it just will not happen. You know what, maybe they're like, come on, I'm not doing that. I don't know if it was when I owned a Google Glasses, I was one of the first people to own that. I believe they were trying to have something like that where you could eventually look at someone, it'll pop up and see, hey, that's Tom Merritt right there or so. And again, as a user, you're like, hey, that's a great idea. It's great augmented reality. I get to see who these people are, but how scary is that for the person? I sort of agree with you, Sarah. I think on the other side, it's that weirdness of someone's like, oh, hey, you're so-and-so, if you're not a known person to have someone do that to you, it's a little bit shocking or, I don't know, that's not a good word. It's scary, it's a little scary, I would think for that person. If you were to say, do you, Sarah, have a problem with, you're going to, you know, post-pandemic world, right? You're going to a physical networking event. It's gonna be in like a banquet room, all the people there, instead of wearing name tags, which is, we're all kind of used to that, right?  Maybe they're yours, maybe it's something that's given out at the event, whatever. I'd probably be like, okay, I'm into that. I understand what's going on. That's what I'm saying yes to. If it's just me walking down the street and any old person can like look me up online because they know my information, like that's totally outrageous, of course, like that that's never gonna fly with me. I'm like, like disgusted at the thought. And of course Facebook knows that. Facebook's not, they're not going to give at, you know, the world a pair of augmented reality glasses and it's like, well, privacy is dead. Sorry, we're Facebook, you expected this from us. It's like, there's no way. But yeah, where's the middle ground where it does make sense? Wouldn't it be cool to have some kind of list or like on Facebook you'll go in and say, hey, fuzz out my face or fuzz out the name if someone is using. The question from the employee was, are we going to let users exclude themselves from the database? Okay, okay. And Bosworth was like, we're not even there yet. We're still trying to decide whether this goes in at all. So they're right there with you. I feel like all of this has to do with the fact that we, none of us feel like we're in control of our data. If we were in control of our data, we wouldn't care, we would love this feature. If we could say like, oh, I will be able to stop someone when I'm walking down the street from recognizing me. I'll be able to easily to have it turned on when I go into the conference and I do want people to recognize me. Then no one has a problem with this. The objection is, I don't think I have that control. I don't know who does. And I certainly don't want Facebook to be making that decision for me. So, I mean, it gets to the root of the problem is, we need to have user data control for these kinds of very useful functions to be trusted. This is really interesting. Yeah, yeah, I don't, listen, I don't want to say terrible idea, scrap it now Facebook. You're only going to get into hot water because I want those situations where it is beneficial to people. As long as, again, like you said, Tom, that I as a user would have full control of whether I have opted into this experience or not, whether or not I have these glasses type thing. Cause that's another issue, right? It's like, if someone pays for, like, I don't know, somewhat expensive glasses not going to be free. They shouldn't be able to know who I am just because they got this cool tool type thing. I just, I, yeah, it's such a tread lightly type of a thing. Very, very. I'm not going to say it right now.  Based on MIT solid and say, we'll do facial recognition and augmented reality controlled by you with an Inrupt container and I'll buy in, I'll be ready to do this. But until you actually join something like Inrupt or something else that's giving me control over the data, it's all going to be like, okay, you just want to try to trick me into giving me, giving you information that I don't want to give you. That's going to be, that's going to be the attitude. Yep. That's why no one owns a portal. Well, except for the one person in our audience who's like, hi, I want a portal, but yeah, you know, rare. Oh, I'll get the emails. I know. Hey folks, tell us if you disagree, if you're like, no, I want Facebook to recognize my face all the time. It's right there in the name Facebook. Joining the conversation in our discord, which you can join by linking to a Patreon account at patreon.com slash D T N S. Scientists at Stanford University have been studying why video conferencing is exhausting. We're all talking about it. They published their findings in a paper called Non-Verbal Overload, a theoretical argument for the causes of Zoom fatigue. It's in the journal, Technology, Mind and Behavior. They looked at previous psychological studies that bear on the issue and proposed four main ways that video conferencing might tire you out. Number one, because you're doing extended eye contact because everybody's facing you, unlike in a real conference room or a panel table, faces are larger, they appear close to you, that stresses you out. That's just a natural physical reaction. When you have a face in your face or when you can't feel like you can break eye contact, that's stressful. Number two, non-verbal signals like nodding require more effort to see and be seen in a video window. When you're normally in physical proximity with someone, you just nod naturally and you don't check to make sure they saw you, right? Number three, seeing yourself in the video box causes something called constant self-evaluation. This has been studied in mirrors and it's been shown to lead to negative emotions because the longer you look at yourself, the more likely you are to start critiquing your appearance. And number four, you tend to stay in one place when you're on a video conference.    So the scientists next step is to gather more data to determine just how much of an effect these different elements have and use that to make some evidence-based recommendations to help reduce exhaustion. However, the scientists do have some recommendations in the meantime while they refine those models. One, they say, hide self-view. You're just gonna stress you out. Once you know what you look like, don't look at yourself anymore. Number two, shrink the video window to make people smaller, try making it about a third of the screen. That way you don't get that in-your-face effect. Number three, spend time ahead of important meetings, making sure you like your shot and you're sitting in a comfortable position. That way you don't get tired out and you're not worried about it. Number four, turn off the camera during long meetings for five minutes, just to give yourself a chance to get up and move around because if you turn off the camera, then it's not as clear that you're not there, right?  Number five, work with your coworkers to make audio-only meetings more frequent. You don't always need to be looking at each other. Sometimes all you need is to talk and that's less stressful. Yeah. I saw a funny tweet about this study this morning what was like, Silicon Valley invents phone call. You know, to sort of, you know, wrap this up but really good points here.  Like, we're all really used to this. So it's not that we're not affected by this on some level but much more desensitized, you know, if we even think about it at all. But the extended eye contact really resonated with me because yeah, if you are, you've got, I don't know, 10 coworkers, you all got to be in the meeting. Everyone's got their video window open. It looks like nine people are interrogating you, right? They're all right there in a grid looking right at you.  And that kind of, yeah, like who do I look at? You know, like I want to be polite. Do I always look at the person who's talking or am I kind of looking at myself again, being like, I look weird. Why do I look weird? And I can only imagine how distracting that is for folks who are like, I don't like this. This is new and uncomfortable for me. Yeah, so if you think this is difficult for adults, imagine children. I was thinking about this. I left a classroom in 2006 and I was just, I was thinking when I saw this, I'm like, my God, if I had to deal with this, well, I've been thinking about this all year because I've been checking in with some teachers and how stressful it is to have a, you know, teaching kindergarten or first grade with, I mean, heck, even high school, just to have, you know, kids on the camera and having to deal with that, just how stressful it is on their end to, you know, because they want to move around and things and it's like, these are very helpful tips just for, you know, the kids themselves, because I know some teachers demand that the camera always stay on so they make sure they're there and it's like, you know, but there's some that are a little bit more realistic. It's like, hey, if you need to turn off the camera for a little while, you know, it's understandable. So I think doing a better study of this is good because I think for a lot of people, Zoom is not going anywhere. You know, even homeschooling may be a thing for a lot of people in the future after this. Before we move on from this, Zoom did announce a feature that doesn't look like it'll help with Zoom fatigue necessarily, but it will help with accessibility. This autumn, free Zoom accounts will get support for automatic English captioning, something that paid accounts already have. All the accounts are going to get it. If you're a free account holder who doesn't want to wait until the autumn, you can even request it directly from Zoom right now. So you might want to go do that. Nice. Tell us about the USFCC. What are they up to, Lamar? Oh, the thing had glitched on me. I apologize. The US Federal Communications Commission approved an emergency broadband subsidy of up to $50 per month for low income households and up to $75 to households on Native American land, as well as $100 discount on a computer or tablet. Now, the program will be available within 60 days, although the FCC still needs to sign up ISPs. At least 18 million people in the US still don't have reliable home internet connections.  I actually thought out of the, what, 330 million people there in the US or so. I thought it was much more than this number. And it might be. The 18 million is counted by saying, if one person in a zip code has a broadband connection, then that entire zip code is counted as having a broadband connection or an internet connection. I don't understand how that could be legal. Oh yeah, so the 18 million has got to be a super low ball number then. Yeah. It depends on your zip code, but very rarely a zip code is one household. Right. And we're talking about reliable home internet connections. So one, I could see them saying, like, look, if there's an internet connection in the zip code, then it's probably available for everyone. But one person in a zip code doesn't represent reliable for everybody. And it certainly doesn't represent affordability for everybody. Yeah. My other point was this, this is a very positive story. It's $50 a month is a good number. I would love for, I know, is one of those socialist things maybe, but when the government just, hey, if they got the money to take care of this many people, why not work to have public internet for everybody? I know that's a lofty thought, but $50 to $75 is a lot. I mean, we probably pay that for our internet or more. I know I do. I pay 120 a month when I'm talking about that. But like the average household, I mean, there's some promise here. Oh, for sure. I mean, yeah, for video streaming, I gotta be probably above that. But for years, I was around 50, 60 bucks for good internet. It definitely makes an impact. Well, let's talk about citizens reporting on other citizens or at least knowing what's going on in their general vicinity. Citizen is actually an app that provides info on local criminal activity. It's not free. It's actually 20 bucks a month, but it announced Friday that it's introducing helicopter tracking to the app. So if you happen to live somewhere where either infrequently or frequently there's a helicopter overhead and you wonder why citizen might help you figure it out. It tells the verge it's already employing a 24 hour group to review 911 communications. That's kind of what the app does, but it's going to expand to also review police helicopter data. Citizen also lets users add their own videos and comments about an incident. So it's not just what everybody saw. It's a combination of the folks who live in the area and also police reports. And when possible, the citizen team says that they'll include a related incident for a helicopter spotting to give more context such as an open missing persons report that may be connected to the fact that the helicopter has been over your house for the last 45 minutes. Yeah, if you don't live in an area that is not Los Angeles or mostly Los Angeles, this is the first place I've ever lived where I have helicopters over my house. A helicopter went over my house earlier in the show. I don't know if you could hear it on the background of the mic, but half of the while here. Living in LA, you don't even hear it half the time. But you know, where I live, I live in a rural area, but I'm near the Russian River. There's several bridges and we get helicopters overhead. I mean, it's not daily. It's not even weekly, but sometimes they're looking for somebody or there might have been somebody who went over the bridge and they're caught in the river or something like that. It does happen. And I always kind of go like, well, I mean, I can't like wave down the helicopter and be like, hi, can I help? But I am kind of curious. So I can see this coming in handy. I use Twitter for this because there's some local Twitter accounts that keep on top of this kind of stuff. But when I saw that, I don't really love Citizen, but when I saw that Citizen was doing this, I was like, all right, maybe I'll have to look at it. But then when I saw it was 20 bucks a month, I was like, no, I'm paying 20 bucks a month just to find out why that helicopter is over my house a little more. When I can go to Twitter and probably find out the same thing. But it's interesting. Yeah. Yeah. All right, let's check out the mail bag. What do we got there, Sarah? Oh, we got a nice one from Norm. Norm heard our latest bonus show. We do those once a month where we flashback to what the news was five years ago in whatever current month we're in. So our latest bonus show was February of 2016. And Norm says, I love them. I love the flashback shows. Very entertaining. It might get lost in the great content that you put out, but the monthly walks down memory lane, I like any mention of what happened in February. In fact, February 29th, five years ago, makes me smile because it's my younger daughter's birthday. Between these, good day internet, editor's desk, the thread wire posts, the early access to new a little more, even special interviews, I feel like I'm getting great value for my monthly Patreon pledge. Aw, thank you, Norm. Made our day. I know. Yeah. Yeah, really good. So if you're like, hey, how do I get those bonus shows? Co-executive producer level or above on Patreon. They come out once a month and we were literally looking at our rundowns from five years ago and going like, oh yeah, Apple was fighting the FBI encryption thing here. And this was the Apple rumor at the time. Did it end up being true? It's a lot of fun to do. And I'm glad Norm and others like it. Yeah, we have such a good time. I keep waiting for the point where we catch up to when I started doing the show full time. Oh, right. Yeah, we haven't got there yet. We have more than a year to go. So, you know, don't hold your breath, but that'll be fun where I'll be like, I said that, didn't I? Yeah, yeah, this is turning to some point. So this is- Oh, go ahead. No, no, I was gonna ask you all, because I haven't seen these, you all don't, you're not just replaying that old episode, you're- No, no, we're looking at it and talking now from our perspective five years later. Okay, okay. Well, because some of the stories you're like, oh my gosh, this is when that started. And other stories you're like, what? What were we even talking about? That never materialized. That's awesome. You know, gotta love tech. If you have ideas for what, I don't know, some technology from five years ago that you sure wish had shown up on an old DTNS, send those ideas to us or any ideas really. Feedback at DailyTechNewShow.com. Also like to shout out patrons at our master and our grand master levels. Today they include Dustin Campbell, Andrew Bradley and Brad. Thanks to Lamar Wilson also for being with us. Lamar, always a pleasure. Let folks know where they can keep up with your work. Thank you. One central place, lamar.tv. That's my new URL, Lamar with two Rs. I've started streaming on Amazon Live if you could believe Amazon has streaming. I'm not talking about Twitch, Amazon Live. Yeah, follow me there. Check me out. It's really fascinating. I love it. Hey, if you like video and you want DTNS as a video podcast, we have that too. You can get the video RSS feed at DailyTechNewShow.com slash subscribe. Folks, we're live Monday through Friday on video. We're audio. Do either 4.30 p.m. Eastern 2130 UTC and find out more at DailyTechNewShow.com slash live. Back on Monday with Nicole Lee. Have a great weekend. Talk to you then. Bye. This show is part of the Frog Pants Network. Get more at frogpants.com. Diamond Club hopes you have enjoyed this program.


This is stock number 21J156B. We are here at Summit Automotive in Fond du Lac, Wisconsin. We're new and used Jeep and Jeep Cherokee headquarters. Today we are checking out this super clean 2017 Jeep Cherokee Latitude. This vehicle has the 2.4 liter four cylinder motor, which pumps out 184 horsepower. This car has been fully safety and inspected by our service shop. It has a fresh oil and filter change. All the fluids have been checked and topped off. And this vehicle is 100% ready to go. Granite Crystal Pearl is the color we shoot all of our videos in 1080p, 60 frames per second. So if you have HD capabilities on your computer tablet or smartphone device, turn them on right now because it is definitely your best way to check out the quality and condition of the vehicle before seeing it in person. And if you'd like to check out all the photos on this vehicle in the upper right-hand part of your screen is the link to our website. Click that and check us out there. It comes with these 17 inch painted alloy rims and it has hand-cooked Kinnergy 22560R17 tires. And these are brand new tires. We put those on in our safety inspection. The front fender is in excellent shape. I didn't see any dents or dings on that. It comes with the LED running lights, the HID headlamps and the factory fog lights. Front bumper is in pretty nice shape. You get the chrome-trimmed grille and Jeep logo with the latitude package. And the hood is in really nice condition as well. I didn't see any dents or dings on there. Passenger side front fender is in nice shape too. And the passenger side rim, no scuffs or scrapes. And that tire is brand new as well. As you go down the passenger side, take note of how clean the body is, how reflective and mirror like that paint is. We take these HD videos so if you are far away or even if you're close by and you just cannot make the trip down but you're still interested in purchasing the vehicle, you can see the vehicle, hear the vehicle and have confidence in what you're looking at before you even get here so that when you do get here there's absolutely no surprises. Very clean down that side. Back rim is in excellent shape as well. And it does have brand new tires in the back as well. So four brand new tires on this vehicle. Four-wheel disc brakes as we come around to the back of the Cherokee. Rear bumper is in great condition. It does have the backup parking sensors, the chrome-tipped exhaust, the LED tail lamps. The tailgate itself is in nice shape. Back storage area, nice and clean back here. It does have the factory subwoofer and you do get a tire inflator kit because this is just a front-wheel drive vehicle. Those seats do fold on for extra storage. You can see the rear shocks are doing a nice job holding that gate up. And as we go down the driver's side just as clean as I pass on their side. No dents or dings on the rear quarter. And for full disclosure this back rim is in excellent shape as well. And that tire is brand new too. Driver's side doors look really good. No dents or dings on them. It does have blind spot monitoring. Heated mirrors, directional signals in those mirrors.  There are no rips or tears on the seats. They are in nice shape. Power driver's seat with lumbar and factory floor mats throughout. Auto headlamps, tilt, toe-scopic steering wheel. There are windows power locks and power mirrors. Hop inside and turn the ignition on so you can see the miles and the radio and everything. This one has 31,212 miles. You do get the digital speedometer outside temp and compass display. Leather-wrapped steering wheel. Cruise controls on the right. Bluetooth and information center controls on the left. Comes with the AM-FM 5-inch touchscreen radio. This is where your backup camera shows up as well. And it's Bluetooth-capable as well. Down here are your climate controls. You get a media center with an SD card slot, USB and AUX jack. Nine-speed automatic transmission. Passenger side format and seat are in really nice shape but I didn't see any rips or tears on them. And the headliner is in nice condition as well. No rips or tears on there. You do get map lights up there. And we'll take a look at the back seats and then start it up and take a look under the hood. Back seats are just as clean as the front seats. No rips, no tears back here.  The thing I like most about the Cherokees is you get side knee-bolster airbags and back 10 airbags in this vehicle. So very safe vehicle. 115 volt, 150 watt plug-in. And you get factory formats back there. These seats do fold down for extra storage and you can see just how nice and flat they go. You also get those side current airbags on the driver's seat. Child safety locks on the back doors. And the bottoms of the doors all look really good. We'll start it up and check out under the hood. Starts right up. No check engine lights or anything like that. I would personally like to thank you for checking out the video today. And hopefully from this HD video you will have been able to tell just how clean this Cherokee is all the way around inside and out. Under the hood we have the 2.4 liter multi-air motor. Engine day is very clean. Runs very smooth. Once again this vehicle has been fully safety and inspected by our service shop. Has a fresh oil and filter change. All the fluids have been checked and topped off. It has 4 brand new tires. And this Jeep is 100% ready to go. There are those LED running lights. HID headlamps and factory fog lights. And we'll do one more final walk around here. I would highly recommend this vehicle from a quality and condition standpoint. And to see more pictures of this Jeep, one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, Cherokees, Grand Cherokees, Patriots, Compasses, Wranglers, you name it we got it go to our website. Right there www.SummitAuto.com. Full pictures and descriptions of every single vehicle from two locations. All at SummitAuto.com. And if you'd like to check out more HD videos you can go to www.youtube.com. Remember to like, subscribe, and share on this video and all the videos that you see there. In fact in a second you'll see a link to subscribe to our YouTube channel in the upper left. A link to more Cherokee videos like this one in the upper right. And if you have not been to our website in the lower left a link to this vehicle on our website. And in the lower right a link to our latest YouTube video. Click those, check us out and we're super excited to help you with this Ultra Clean 2017 Jeep Cherokee Latitude in Granite Crystal Metallic. Thanks again for checking out the video.


This is stock number 10762. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used SUV headquarters. Today we are checking out this Super Clean 2017 Dodge Durango. This vehicle has the award-winning 3.6 liter Pentastar V6 motor. It has been fully safetyed and inspected by our service shop has a fresh oil and filter change. All the fluids have been checked and topped off. And this one is 100% ready to go. Billet Silver is the color. We shoot all of our videos in 1080p, 60 frames per second. So if you have HD capabilities on your computer, tablet, or smartphone device, turn them on right now because it is definitely your best way to check out the vehicle quality and condition-wise before seeing it in person. If you'd like to check out all the photos on this Durango in the upper right-hand part of your screen is a link right to our website. Click that and check us out there. This one comes with the 20-inch painted alloy rims. And it has Goodyear Forterra 26550R20 tires.  You can still see the little wear knob on them right there. So brand new tires all the way around on this Durango. Front fender is in excellent shape. Didn't see any major dents or dings on that. Has the projector lamp headlamps, the LED running lights, the projector lamp fog lamps. Front bumper is in nice shape. I didn't see any major dents, dings or cracks on it. Headlight lenses are nice and clear and the hood is in excellent condition as well. Passenger side front fender is in really nice shape and the passenger side rim, no scuffs or scrapes on there. As you go down this side of the vehicle, take a note of how clean the body is, how reflective and mirror-like that paint is. We take these HD videos so if you are far away or even if you're close by and just cannot make the trip down but you're still interested in purchasing the vehicle, you can see the vehicle, hear the vehicle and have confidence in what you're looking at before you even get here. So then when you do get here, there's absolutely no surprises. And that is why we offer these Summit Auto Fastpass option in the upper right-hand part of your screen. You'll link right to our website where you can apply for financing, get pre-approved, see a payment code, even appraise a trade-off from the comfort of your own home. So when you get here, all you gotta do is drive the vehicle, love it. You'll be all set to go. Back tires are brand new as well. Back rims in nice shape and as we come around to the back of the vehicle, rear bumpers in pretty good condition. No major dents or cracks back here. You can really see that metal flake on the billet silver there. The LED race track tail lamps that go all the way across. And the rear gate is in nice shape as well. Is a manual raised gate. Back storage area is very nice and clean. These seats do fold down for extra storage and they will go down flat. You get storage inside here as well and that's where your jack tools are. Gate shuts nice and solidly and as you go down this side of the vehicle, just as clean as that passenger side, rear quarter looks great. And for full disclosure, this back rim is in excellent condition as well. That tire is brand new and down the rest of this side of the Durango very, very clean. No dents, no dings, no scuffs, no scraps. It does have the enter and go system, the directional signals in the mirrors and these mirrors are heated.  There are no rips, there are no tears on the seats. Really nice condition, power driver seat. Factory floor mats throughout. Does have auto headlamps, tilt and telescopic steering wheel. Power windows, power locks and power mirrors. You also get memory driver seat and as we hop inside the vehicle here, you can see that this one has 67,445 miles. You get these seven inch LCD display outside. You got the time and compass and you can change those to basically read anything you want in the corners. This one has the heated leather wrap steering wheel, cruise controls on the right, Bluetooth and information center controls on the left and it does have the paddle shifters on the back as well as audio controls. This one has the 8.43C radio, AMFM and Sirius XM radio capabilities. You can also do your heated seats and heated steering wheel buttons there. You can also check out your backup camera at any time and those are dynamic grid lines meaning that they're gonna turn as you turn that steering wheel and that center line, if you put a hitch on here would line right up with the hitch. Now this one is a cool radio because you can add navigation to it. It's a $595 option and see your sales professional for more details. We can do it right here at the dealership. Now if you don't like using the climate controls and everything up here with the push button on the screen, you can do your more tactile controls down here and buttons and knobs. You also get a knob for a volume and tune. You got your backup sensors. It's your start, stop capabilities. You can turn those off, deco mode, sport mode and your stability control. Down here is your eight speed automatic transmission. Every keyless entry right here with the remote start. Augs USB and an SD card slot. Passenger side format and seat are in excellent condition as well. No rips or tears on there and the headliner is in really nice condition too. You got your home link buttons for your garage door security systems and lighting systems. You have your map lights up there and you do get 911 assist buttons in the rear view mirror. Those are features of the vehicle that you never have to pay a subscription for. We'll take a quick look at the back seats and then we'll check out under the hood. Back seats, you get the second row bench, which is a nice feature. No rips or tears back here. You do get the latch child safety system, floor mats and carpet in pretty nice shape. These back seats are heated on the outboard side and you do get 115 volt, 150 watt plug-in to USB ports. And these seats do fold down for extra storage. And then the third row seats are in excellent condition as well. To get to that third row, you can lift up on this tab and then that seat folds up like so. We do have a floor mat back there for the third row too. Child safety locks on the doors, bottoms of the doors all look really good. And we'll take a quick look under the hood. I would personally like to thank you for checking out the video today and hopefully from this HD video you will have been able to tell just how clean this Durango is all the way around inside. Now under the hood we have the award winning 3.6 liter Pentastar V6 motor engine base. Very clean, runs very smooth. This Durango has been fully safety inspected by our service shop, has a fresh oil and filter change. All the fluids have been checked and topped off. It has four brand new tires and is 100% ready to go to see more pictures of this Durango or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, you name it, we gotta go to our website, www.summitauto.com. Full pictures and descriptions of every single vehicle from two locations all at summitauto.com. And if you'd like to check out more HD videos you can go to youtube.com slash summitauto. Remember to like, subscribe and share on this video and all the videos that you see there. In fact, in a second you will see a link to subscribe to our YouTube channel on your left. A link to more Durango videos like this one on your right. And if you have not been to our website on the bottom link to this vehicle on our website, click those, check us out. And we really look forward to helping you with this super clean 2017 Dodge Durango GT all wheel drive and billet silver metallic. Thanks again.


I want to, first of all, pay a brief tribute to John Pilger, the great journalist who has just died. I can remember John Pilger from back in the 1970s when he was active on British television. You could find his articles in the mainstream media in Britain. I seem to remember that he had a column. He used to regularly publish, for example, in the mirror, which in those days was Britain's biggest circulation newspaper. He was a regular contributor to The Guardian, the new statesman. You heard him all the time. You read him all the time. And at that time, in the 1970s and thereafter, he continued to be what he always was, a brilliant reporter.  And gradually, as the years passed, his brilliance continued exactly as always. He remained a tremendous supporter, for example, of Julian Assange. In my opinion, in no sense did the quality of his journalism diminish. And yet, to my dismay, even as the quality of his work and the sheer volume of it continued exactly as before, when slowly saw him diminish. He stopped appearing on television, his articles no longer appeared in newspapers, mainstream newspapers in Britain. He was no longer invited to talk shows. It's as if a major effort was made to cause him to fade away. The fact remains that, in spite of all of that, he continued to have a diverted following, as I know. He retained an extraordinary capacity to inform and enlighten people. He continued to reach millions of people around the world. And it was the media, in my opinion, the mainstream media, which, by turning its back on him, became impoverished and diminished, not Pilger, of course, and not the sum of humanity, which, as I said, continued to take an interest in all that he did. I would say that I was immensely fortunate and have always felt a great debt of gratitude to Joe Laurier and Consortium News for the fact that, in various programmes that Consortium News hosted on the topic of Julian Assange, I was invited and participated. And John Pilger was also a guest on those shows. And, as a result, we had a few brief interactions, brief interactions, which I will remember always. Anyway, the passing of a great man, a great journalist, I've seen that there are a few obituaries now appearing in the mainstream media. I'm not going to waste time reading them. I can already guess the kind of things that they're going to say. As far as I'm concerned, the world of journalism is just a little smaller today.


Never be afraid of the silence. I feel like in the modern world people are afraid to be alone But you have your greatest ideas. I have my best business ideas You'll be more creative when you're silent and alone Sometimes I go out on the farm not just because I love the countryside which I do and I love animals but also because It's time when I have my best ideas the modern world. It's all about anxiety Basically, you know make new connections and it makes the deals easier to do you get new information That you can process when you're alone. So you really need you really should be living a life That's you know roughly 50% alone or quiet and 50% extroverted. I think that's the best


We use a small group of nouns and verbs to talk about money. We use these words in predictable ways, in sentence patterns. That's right! One sentence pattern that comes to mind is the transitive verb pattern.