So, my name is Yif, I'm from Tidesong. So today, I'm going to share about our journey in actual, in the past 10 years, the problem we face, and what kind of measures we have implemented along the way and out of the news. So, a brief introduction about our company. We have 82 people in Singapore from 12 different countries. So, we are a very typical small and medium enterprise here in Singapore. The Singapore definition of small and medium enterprise is a company that has 200 people. So, I guess there are two reasons why I'm here today. First reason, because we are a very typical small company. So, we are facing the other issues, or the other benefit, the other small company too in Singapore. So, we also enjoy the advantage of becoming a sister and also facing a challenge like the always increasing operational expense, also the making of IT poor. Especially, by her Mr. Chan's speech yesterday, that government is going to hire problemers which also make me very worried. Yeah, because we are competing a bit on IT 10 as well. The second reason why we are here today is because, probably because we made a lot of mistakes. So, we learned something along the way and probably it is why I'm here today. So, when we look back for the past 10 years, we can't combine it to four different ages or different age of time. And we have different behaviors or different ways of working in each different ages. So, I will go through the age one by one. I'll start with my first age with the story of movie theater. So, movie, when you go to a movie, where would you sit? In the center, you'll see in the center. However, when I go to a movie, this will be the C-Type. Yeah. So, because I was taking up a support role in customer service, and also as a project manager. So, because I was the only one, so I need to answer the phone call at any time. And if you are taking up, I think how many people here actually are taking up support roles when you stand by and you work? What kind of time? No? I love you. Okay. So, if you are doing the support or you are standing by all the time, you will know that wherever you stay at home or you've got nothing to do, the phone will keep silence. However, whenever you go out for a party or you go out for movies, the phone will ring back. So, that's what happened to me. So, I always pick the same question. I can get to the exit fast this way. And the reason I am doing that because I was quite, I think I was quite good at knowing our system because we start to work with our system from day one. And for three years, I've been standing by 24 hours a week for three years. It sounds very miserable. However, I did not feel so. I feel that I'm actually like a superman because I know how to deal with all the tasks and I'm very good at it. I know how to communicate with our customers. And not only me, I believe all our team members, they feel the same way. They feel like they are group superheroes. So, I call this age of heroes at a point of time. However, it's not so easy to be heroes because if they are people from China, you will know that currently in China, the working hour, most of software companies, they have a working schedule called 9.96. 9.96 means 9 a.m. to 9 p.m. 6 p.m. a week. That's how they work in China now. And our working hours are much longer than that. So, it's not really easy to be heroes as you can tell from this statistic. The red line is our head count. So, we increase from 5 people to 25 people in 4 years. And the yellow line is actually the terminal rate. It's how many people left in our company? So, as you can see on the tool set, there are 70% turnover rate. And we only have 7 people. So, we really had a hard time to keep people because our working hours are very intensive and very long. However, by tool 7, the terminal rate dropped. But we didn't change our way of working, actually. I guess just people get used to it. They get used to these intensive working hours. This is our organizational chart, organizational chart, private time. Because actually, I didn't know what's organizational chart. I was an engineer. How many managers are here? We're taking out like a project managers, department managers, about 20%, 30%. I'm going to tell you a little secret. Engineers don't like managers. Like engineers, what we think is we do all the hard work and managers take all the credit. Yeah, okay. That was what I thought back then. So, we are proud that we are all engineers. We don't need a manager in our team. And we don't need a manager's assistant. And we are happy the way we work. Until something happened in my life, and someone came into my life and changed my life forever. This is my daughter. She was born in 209. So, by 209, after she was born, I realized I cannot be the only one who's doing us a favor. Can we imagine that for the customer call me and say, hey, we got an issue. Wait for five minutes. I'm going to change my diapers. Change the diaper for my daughter. It's not possible. So, I got to somehow outsource or let our people do what I do. And also, at that point of time, I don't like to be here. So, I express that. But who is going to do our work? Because at that point of time, it's all familiar with our system. And we work so, we spend so much time when we see the user going. We think of what we are doing. So, we really don't like to let the new guys do our work. Because we know the new guys, they are very stupid, right? They make all the mistakes. But because of all of us, we start to get to an age of marriage. We start with kids. We need to, we cannot spend that long hours working everywhere. So, those are the things that we need to do to make other people or the normal people know how to do the newest task. And some of them work quite well or sometimes took us some time to do that. And I will not go into the detail because I do not have enough time. But I have to discuss afterwards. But let's just start doing that a few times. Always remember to be clean, not unusual. If the sustainable is the key. Sometimes, sustainable is not very important. Like in a star, you don't know where you will survive next year or next month or next week. So, it's kind of luxury to talk about sustainable. However, if the business is there, we need to react on the team to make things work. Because individual, they are very weak, right? They are very vulnerable. They can get sick. They will be leaving the organization. So, it is found a risk management perspective to react on the team like individuals. Then we enter into a different age which is like the big system into smaller, smaller modules. So, we enter the age of my terms which means each of us will have different areas to protect, to work on. And I will take care of my area and you will take care of yours. So, we go into the specializations. At this age, we spend a lot of time on the organization structures. So, we have different... Now we know how to draw the organization chart. So, we have different functional requirements and we even have different functional teams which focus on people like familiar and taking teams. We even go further. We go further into one department handle the development, the other department handle the operations. So, guess what happened? No programmer want to work in an operational team, right? Nobody want to fix other people's part. And everyone want to be in the development team because in development team, you get to play with all the cool stuff, all the new stuff. And nobody want to go to the development team. So, we can't change that just after a couple of months. Different responsibility actually resolve some issues. This is our incident rate. As you can see, we have no data before toward 7 because we are so chaotic. We don't keep any data. So, after toward 7, we start to report some data. And actually, by specialization, the incident reduced by 50%. And HR turnover rate returns quite high. At that time, it was 30%. And we have about 40 people by then. So, every year, about 10 people were left. The number seems high but it did not make it to me at that point in time because I know the average maybe in IP turnover rate of 20 to 30 is quite normal. That is what I thought. So, I didn't pay attention to that. Rather, I would pay attention to how do we deliver software faster because users are increasing and we cannot keep up with the speed how to deliver functions. So, we try various ways how to make the delivery faster. And personally, I think the most effective one is to change the scope. So, we can push a small scope to the market to test out if the market really wants it. People will invest more time into it. And I think the most...  It's a secret developer tool box which means it's to copy and paste, scan the test, scan the UI test and hard coding. Because the customer will see it very, very fast. I guess there are new programmers here you will know this is really the way to show the outcome. And it has some consequences that you will face in your later age. So, what I learned in this age is that software delivery is easy. However, maintenance is the hard part because especially if your business is growing, if your business is not growing, you don't have a requirement to change. You don't need to change. Then everyone will be happy. However, if you've got to keep up with the business, you need to make some change that it's become very hard. By 2012, I have a gap year. I have a gap year one year off from my work. And this year, I was calling to do the national service because I am from Taiwan and every mail-off in Taiwan we got to serve for one year. I've been delayed for quite some time so I need to go back. And I am really grateful for this experience because I got to express something different from my work. And, you know, in this big system in this big system, what you have been told to do is open different from what you are actually doing. So, it is kind of surprising to me because it's really out of my knowledge. But something catches my attention. In this big system, there are so many people, thousands of people in this system. How did they manage to work? How did they get it effective? How did they manage to move forward slowly? So, I start to think, can we make programmers like soldiers? Can we do that? So, we make programmers replaceable. So, like soldiers, if you replace someone, they can take over very quickly, right? If we can do that, I don't need to worry about the tunnel, right? Anymore. So, we start to look into it to find the answer is actually SOP. Standard operational procedure. Then, we also have a training program to train out the people. So, I call this age of SOPs. So, we spend a lot of time just making SOPs. SOPs for the development, SOP on how to handle a task, SOP on how to handle the issues. And, this is our organization, Charles Biden. So, we have this organization, Charles Biden. So, we have different functional departments. Different focus. And, we have a project manager to coordinate among different departments. We also have a team leader for each team. The outcome. Incident remains the same. It did not change so much. Collaborative reduced. I don't know why. But, when I look into details, although the number looks very low, it usually explains people. Usually, the more experienced people will spend there about 2-3 years in our organization. And, they are normally taking up the team leader roles. Because, in the previous one, you will see team leader need to report to both the project manager and department manager. So, they are just too much pressure on them. And, also they need to check out the newcomers, teach them how to do a task. So, after some time, they just spend out and left the company. Next to the product, the downtime increased by 200%. Because, we do all the hard-coding and scheme the task. Now, it's a pain-back time. So, nobody is there to change the system. Because, whenever we change something, something else or what people can do. And, we don't know how to deal with it. However, during that time, I am thinking how to identify the productive people. Because, there are so many people in the company. There must be some people who are productive, some are not. So, if we can find out those productive people, we keep them, then let the productive people go. So, we started to kind of measure the productivity. So, those are the things we have tried to measure productivity. And, we started the department KPI, started the team KPI. Fortunately, we didn't have time to implement individual KPI yet. Then, we started to measure how development outputs efficiency and outcomes. This is then for me was, it really works. Whatever you measure or improve, or it appears so. Like, given example of if we measure the life cost, the life cost will be increased for sure. Because, we are engineers. We know how, we know how we are very good at numbers. Although the things did not change so much. Then, this is what I see by the point of time. Because, I see the people are living. They are living with the organization of knowledge. And also, there are so many issues, so much downtime on our product. I don't know what to do there. So, I see nothing. I did not see the future of our company. It's okay to say it now, but it's not okay to say it now. Then, we start to have some, we start to talk about our job, because we are kind of dead. And the time we start to talk about our job is about 2014. I believe most companies started our job earlier than us. Then, we start to try this by engaging the consultant into our company. Because, we say, okay, those are the five people who are going to do squat. So, they are all yours. So, you can tell them whatever you want them to do, including not going to office or going to jail or whatever. They are all yours. And we will review back in the next three months to see the results. Because I cannot see any more, right? It's already at the bottom. You can't go in first. And, after three months I come back and I join into their spring planning session as an observer. So, I was not allowed to speak or to participate because as an observer, you need to keep silence. So, I was sitting there and watched them do the planning.  Because they are actually talking about very, very basic stuff or sometimes wrong stuff. And by assumption I would assume everyone in our organization we are aware of those fundamental problems or fundamental system architectures. And that is also the reason why we stick with squat. Because it allows me to see something I could not see before. It's a reality. We are looking at reality. Reality is people don't know what they are doing. But before that, because we have team needs, we have project managers they sort of cover up cover up the reality. And they are very good at it. So, we continue with the swarm. Then what change there are many conversations going on in the company. So, they use intensive post-its. We even use the post-its to to catch a Pokemon. And so, I call this age of post-its. Amazing things happen. This is our organization structure currently. So, we have departments handle one or more products. And we don't let we already have the products to cost departments. Because they will increase the communication cost. And within each department we have end-to-end teams. We break down the curate department and put all the curate into the team. And for the teams, we don't have team needs. We have a squad master for each department. Incidents reduce by 40% this year, compared to the last period of time. And human resource trend actually decreased quite a lot. We have about 10% of people living last year. And this year we have less than 5% up here now. However, I also don't see that very low is a good indication that maybe it also means people are getting too comfortable. It's a major part of you. Then we have a downtime reduced by 80%. And most of the efforts, most of the credit goes to the technical parties. The continuous integration, the unit test, we can catch the effects before it's close on to production. So, our product downtime reduction reduced quite a lot. So, this is how I feel about it. I feel that I am still in back. However, I see a bright light over there. So, if we work toward this direction, maybe we will be under the sunshine one day. Then this is what I pay most attention to in this field of time. So, how do we communicate better? Because in yesterday's bus also talked about what the software we do will reflect the way we communicate. So, if we do not communicate effectively, our software will not have issues as well. So, those are the things we try how to make the communication more effective. I believe in Becky's session yesterday she also talked about SAPI model. I find it's a very effective way to discover our assumptions and how to realize the assumptions for each other. Also, I believe facilitation is a one must have skill for the score masters. So, what I have done is actually there are minimum strength of grace between red and white. Actually, there are different options out there. Because I was an engineer so I started engineering. In engineering, we tend to think the world has is either red and white or zero or one. They are actually nothing to be changed. However, in the real world, there are so many possibilities between but we need to find out by having conversations or having conversations with each other. So, those are the different ages we have. And among them, they have different behaviors. Those are some of the keywords I heard in different age of time. So, in age of keywords, what I heard most is like commitments. So, you are responsible to make this happen. In age of SOP, it's more like accountability. Because we realize the work cannot be done by single person. So, it's a conversation. You have accountability to make this work. However, in age of policy, what we say to the most is the ownership. It's about how do we create environments to make people here want to contribute to a product by itself, instead of forcing them. Also, we have different emotions. We did a survey to everyone in our company. So, the survey was like pretty solid, say, most significant emotion you have each year. So, I guess something you can see here is the interesting appears everywhere. So, I guess our conversation is still interesting. The targeting is dominant emotion in the age of SOPs. And it is also reflecting my emotion back then as well. What surprised me is the two new emotions appear which did not have, did not have before. It's happy and thoughtful. And I think it's quite amazing after two years that these two emotions appears. So, those are the things we have tried in the past 10 years. The two words we have explored and initially we started with a focus on two words for process that in recent two years we focus on two words for people. Now we start to focus more on two words for our products. The coaching might be like, okay, which especially we focus first. So, we focus on product first, process first, or people first. I guess the answer is various about different organizations because we all have different contexts. However, I could suggest some metrics to measure to see the current in the current situation. I am not proposing those two be the KPIs. Okay. Just somewhere to measure the current situation. So, those are for products, those for process, and those for people. For people, I will pay attention to lofters and the number of post-its being used. Because I believe engineers we are all very introvert people since myself I am very introvert. So, actually we don't really like to speak. And post-it allows us to write down our thoughts and share it and make our thoughts express to other people. So I think this is a very powerful tool. So what's next for our time itself? Actually, I don't know. I don't know what's next but we did not plan ahead since 2010 years ago. We did not plan for SOP we did not plan for the SWAP or our journal. What happened to us is actually in spare and dark process. So we see the problem and we try to find a countermeasure and do something about it. So what I do know is that we will keep changing. And we are lucky that we are still surviving. So we can keep changing This is where I can sleep now. Not holding a hand for anymore. I hope some of us in our company is not doing that. And this cannot happen with all the people. Although we mentioned that we can focus on people or on process or product. By the end of the day, we are still young people to make things happen. To create amazing stuff here. And we also receive a lot of help along the way from different organizations We are very fortunate to learn from the teachers and the friends. So those are my lessons that are in our 10 years journey. So always rely on team not individual because individual is very individual is very fragile and it's from the risk management part of you. You need to rely on the team. So self-organizing team is actually to me is quite effective tool to reduce the risk of organization. And so far the area is easy but then it's hard. If you find that it's successful for you measure below the improved so be careful of what you are measuring just like in Fred speech he also mentioned only measure what's really matters. And there are many stretch of great so we need to talk to each other find out what's the best. What's the most suitable color for your time. And when you finish changing your affiliation so this will be my show for today and I have to do here your thoughts or comments or feedbacks So as you said it's a period Yes but you know so yeah it looks like at least you know okay so you are saying that you wish the core coverage to improve but do you want the core coverage to improve for your quality of your quality the core coverage is not a very concrete example you cannot tell what's your quality what's your quality but core coverage may be one indication I won't say the core coverage is good but at least it's some kind of indication okay it's an indication it is only a good indication if they are not rewarding to stand with it okay it's very important to have more core coverage to have high core coverage people will right or make it 100% that's very easy to do that I believe for also where you know how to make the coverage higher so it really does not help in the quality of the product yeah so my question is it's also kind of major but but do you really think it's really improved the thing you want no I will not measure the core coverage I would rather measure what's happened on the product that's why we showed a example of incidence how many incidents have been happened on the production that's more important it's an indication of product so the problem is it's not a problem saying what you measure you approve it's a problem of it's a problem of measurement and do you really want to improve your core quality of core coverage or you want to increase the quality of your product I think that's a question but the thing there is for the quality of product as I say it's not something you can directly measure so that's why I measure the incidence the number of incidents the number of issues after the product is gone okay yeah so in terms of your product development and the ideas and the actual product that you make so not the development side how does that work how did it improve or what were the challenges that you had in terms of engagements and being collaborative and floating on the solution in terms of teams so in the end you came up with product team so what was the collaboration from like the whole you know obviously the development team implements an idea that other business analysts or product owners have put together but how did that journey from the whole product definition side and creating a cool product and having the team being engaged the team will be engaged if some ideas are found there for them for if they have some ideas that are the product is contributed by them they will be engaged they will feel that and also taking part to make this product successful so if the teams are just ordered to do whatever they've been told to do I see that it's very hard to keep them engaged because they were just doing what they've been told so if you move them to the product discovery process which if they can take part with the product owners to come out the stories or items together not many of them but maybe some of them I believe will help on engagement so they will feel that they are taking part to make this product more more powerful and so did they prove or was that not the issue was the issue more on their whole development this is an issue because of the engagement for everyone and if they don't have engagement they cannot make good products Hi, thank you for the interesting sharing about your training just have one question to ask I believe this is a problem for you to answer because you are managing many teams so how do you evaluate the performance of the members in the product team it's a very challenging problem what we are currently doing is we try not to do an individual KPI so we are having a team KPI or a product KPI so actually everyone in the department is having said KPI like regardless whether it's a PO product owner or a team or other roles their KPI is all focused on product so everyone will receive 50% of their bonus is based on their KPI in the real world organization we want to return some to people right so we have another portion which is for the manager to decide but the majority is based on the whole team KPI whole department KPI based on the product and we have a small portion just for the manager to decide for the retention so in that case since we talked about self-organizing team do you allow your people to choose to join any of the team by their own will okay we have a team forming process so we for one department about 20 people so we let them choose what team they want to be at first after that we do not allow change to people because when we change team members the team dynamic will change also then that impacts their delivery their effectiveness but we do not let the change back too often maybe just once a year or after the forming after one year if you want to change the team and you can request then we do change teams yes a little bit related you mentioned you have recovered from matrix to product oriented teams like QA system is embedded how about support partners but we are working on to put things in because actually it took us about one and a half year to get QA's exciting team because our organization we do not want to just lay out people just not our way of working so we try to we have some process to make people aware to make every QA aware that this is something we do to put the QA's exciting team so we take down training also we teach them how to do the coding some of them they do not know how to do we also teach the developer to do the testing they let aware the importance of test so let us take close about one and a half years to put every QA inside the team I believe for support function we are working on that but it will happen gradually I would not suggest a sudden change Do you link to the KPI and to mention to celebrate and bonus KPI and KPI mentioned KPI, Salcum and Salary X bonus How do we do our KPI? What do you do? Link? Do you link KPI to bonus on salary and bonus? Is that right? Okay, thanks So KPI will link to bonus but we don't link to the salary we kind of having a transparent start us here we have a transparent salary scheme so for the developers they aware of their for example we have a job grade from 9 to 9, 10, 11, 12 so everyone in the job grade of 9 they receive the same amount of salary they know that promotion criteria so they need to submit their promotion proposal and to get promoted to 10 then everybody in the 10 will receive the salary and for the KPI it is only to do with the bonus it is not to do with the bonus because actually it is very hard to measure individual performance I don't think it is possible individual, as a team as a team, as a team and doing one product, you can measure that but if it is a team effort I don't think it will be easy or possible Hello, for the changes in your organization, so expand for thank you is right for the organizational changes were there any that were suggested from bottom up or is the suggestion always came from you and top down you mean the suggestions will go for trial or go for scrim? regardless of the change because there are different ages from which the direction came to do the change first was that a suggestion from the team that's my intention so the question is bottom up or top down in the first three edge most of the changes are top down as you can see the management make a decision to make a changes because since we make a decision to go for a trial and go for scrim and we try to involve as many people as possible in the decision making so we also look for we also create an open space for anybody from there with open space technology okay so we will try to create open space to gather information or to gather feedbacks so most of them are top down top down so bottom up one question you mentioned about the 996 phenomenon right? I think it's starting late of heroes right? now we are at the age of four states do you still see that happening or is it better? even the 996 the long working hours it's become very less no maybe not a good sign it's become less and what happens is people will come to work if they really want to make something happen so I think it's really many needs to control the time they work but we are focused on what we will achieve so we will now work at that level however the people will still come in by themselves if they are okay what were the challenges when you moved to the job from that time? today is more structural wise because we have functional teams and each functional team have a department manager like for example QA and FUNCAN FUNCAN manager so it is very important to get a managed finding and I think they would personally like to see that because they are a manager now then they see their department go away they are not delighted and it takes a lot of effort to tell it's for the good for the organization and actually it does not affect what you are doing because now manager will become a QA coach as a QA manager you become like a QA coach so now your role is more to teach people how to do your testing well learn and come in control so with this you need to make people feel safe you can now say your department will go overnight then nobody else will support the transformation anymore as your use of agile or the application of agile evolved over the last few days like any new practices that you have taken or any discovery parties the application of agile in general like we do pair programming quite a lot pair programming and also we put a cutlery spending pressure server to start over the fitting test and we learning how to do QD QD and some people they still don't know about those are a few chemical for me so we can probably do for our workers and booths they are some engineers over there we can share more in those but that's what I mean thank you


I did have a couple cousins who were officers in the Coast Guard and I saw how incredible their lives were and just the fact that they were so young, they had so much responsibility and they told me about what they were doing on their boats and I was like, wow, that's really neat. Healy is unique in the Coast Guard because its main mission is to perform research in the Arctic. Basically, it provides support and a platform for so many different organizations to perform research. It's fun to be able to support scientific advancements and even last year they discovered a new species of jellyfish, which is cool because even though I don't directly assist with these scientific research operations, it's really awesome to know that we are supporting this and we kind of make it possible. I think the way I've changed is that I have grown into this role where I can accept responsibility and that's, I think, a big thing for young people and the Coast Guard is full of a lot of young people who accept a responsibility to adhere to these really very high standards and it's a really cool job. It's a job that not too many people my age get the opportunity to have so much responsibility. It's pretty cool. Not many people get that. I'm Jen Healy, an ensign in the US Coast Guard stationed on Coast Guard Cutter Healy.


to my channel where if you're new here my name is Cepi and today I have a very exciting H&M haul for you guys. Spring has finally arrived although literally behind this camera I am looking outside and it is raining and grey. However it is Saturday the 10th of April and in London the lockdown starts to ease from Monday and I'll have no essential shops open back up and restaurants that have outdoor seating, are allowed to open my car, gyms, I'm just so happy. We're also excited to have a bit of normality back in our lives and also to made it through this wave of the pandemic. I am so so grateful and I want to thank everyone as well for staying home and saving lives so thank you so much. I'm gonna get started with this H&M haul. I got a lot of cute basic pieces for spring. I feel like it's important that I build my wardrobe up with essentials because I feel like a lot of the basic stuff that I want I don't have like I want like basic white tops that I was looking at Hailey Bieber style, Bella Hadid style and they usually style up a lot of basic pieces and mix and match so I wanted to go for that vibe but make it more spring fashion. I feel like H&M had a great variety of stuff so I did a little online brows on there and got to shopping so I ordered this big box of clothes and I will go through each item one by one and try them on for you guys and let you know what I think about them and you guys also tell me your honest opinions of what you think down in the comments and before I get started please give this video a thumbs up it means so much to me and let me know if you want to see more hauls like this and don't forget to subscribe down below so that you can keep up with me and my vlogs and everything else that I post on this channel. So first things first I'm gonna go with the first item that I don't have in plastic packaging because I've already tried it on and that is this pair of skinny jeans so these are like a pair of light I would say lighter side of the blue wash they're not dark blue and then they have kind of they go into a more lighter wash as the denim goes down and they're kind of a straight fit very snug nice thick material which will kind of hold you in and hold your waist in nicely they're high-waisted they're straight leg and I feel like the wash of them is the exact kind of wash that is good for spring pairing so wearing it with a white top in spring and nude tops pretty much any top but this kind of wash makes your outfit more spring ready which I like I also like that it's not skinny jeans because I feel like we're kind of in a phase now with because you know fashion always changing we're in a phase now where we're kind of wearing less skinny jeans and more like slightly different fits of denim which is kind of cool so I like that this is a straight leg and that it's so casual I definitely pair this with either a racer vest or a baggy t-shirt or a sweatshirt and would be good to go for a very casual look obviously denim you can style however you like you can even wear it for a night out if you like but that's probably how I would be wearing these I've worn them for and I really like the fit I've got these in a size UK 8 because I've gained some weight during lockdown so I have to size up but it's okay it is what it is and they fit very very well for me I'm five foot two as well and I think that the length is perfect next up I have a basic item I've always wanted to my closet and whenever I've come to shop it it's either been out of stock or it's been like a really cheap material that looks really sheer and rubbish and it is a basic white racer vest top that is ripped so the material as you can see is quite thick nice ribbed material and I would pair these with the jeans that I just showed you high-waisted jeans and a nice belt and a blazer over the top and I think that you just look so cute and well put together this is such a little heady beaver style top or I would say or better had you start top which I said was most of my inspiration for this haul so I really like it and I just think you can never go wrong with having a basic white top in your closet it's a bit like having a little black dress like you just need some of these essentials in your closet next up continuing with the kind of basic very wearable items I have this oversized white t-shirt and has like kind of the baggy dropped a bit sleeve which I really like and I just think that these white t-shirts go so well with a tiny pair of shorts underneath and strappy heels or boots like cowgirl boots or even like over the knee boots in summer or you can just wear it with plain denim jeans and then it will look really well but my vision is more the first one that I told you about and some cool sunglasses and you are good to go with some jewelry over the top so that is my vision for this item it's also really thick so a long time when I buy t-shirts from websites they're a bit fast thrashing I feel like the material just isn't as nice I love H&M in general for their quality I always buy their knitwear as well so this is a really really nice quality top continuing with tops I have another kind of a spring color I would say this is like a light yellow it's like a little light yellow racer vest type top and I would wear this tucked in it to some jeans it's ribbed detail on it and then I would layer it with some necklaces and probably white jeans I think this would be really nice because I think you've got white jeans and then you have a light wash top it looks so much nicer as an outfit so that's what I was thinking when I bought this item to kind of pair it with a pair of white denim it would look really nice and very spring ready I also think like with a little crochet style bag in summer and this would be so interchangeable from spring straight through to summer so I absolutely love this piece okay so this is probably my favorite piece in the haul and it is this blue floral printed I would say it's a midi dress it is so beautiful it was stunning on the website and it's even more beautiful in person it is 24.99 and I got mine in a size 6 it's got these button details down the front and then it's obviously got this beautiful blue pattern and it is quite long let me show you kind of from further back what it looks like you'll obviously see in the trial as well and I just think this is so stunning I just showed this dress to my parents because I am in love and now they are in love and it is a dream I love it what I love about this is I know it's gonna fit well because the straps are adjustable and also the back of it is got this kind of ribbed fabric where it stretches so this way it's not like too tight and suffocating but I think this is just so elegant and classy I would probably wear this for a dinner in summertime with my hair kind of in a bun or tied back into a plaid with a kind of tiny little white purse and small kind of jewelry very delicate jewelry and strappy white heels and I think this would look like a summery dream but again even in the springtime you could wear this with sneakers and a blazer on top and some cute little sunglasses like a tortoise child sunglasses and you would look so kind of well put together and elegant and cute and I love dresses like this I love pieces like this if any of you guys see any more dresses or styles like this on any other website let me know and I will definitely be shopping them I also love the price it's only 24.99 the material is just so nice it's like what is this made of I'm so very much linen that's it I'm so wrong with fabric names this is like a linen fabric and it just is so sweet isn't this like no mykonos or Santorini when you look at this you're just like so much mykonos Santorini vibes I just think it's so cute and I hope it suits me on the try-on as well now moving on we have another beautiful top this I think the camera doesn't do it justice because it's so bright hold it let me try and close that this is a stunning kind of square neck really nice like fine knitted material where it's really stretchy and you can just tell it's gonna be so soft on the skin and this gave me such are you are my vibes if you guys know that brand it's by the fashion influencer Rummy Neely and I just think that this is so elegant if you wore this as a crop top with kind of funky pants like let's say like a red leather trousers or black leather trousers on a night out and again like your hair kind of slick back and like really like a small dainty jewelry around it would look so nice or you can wear it with like kind of chunky jewelry even it would look good but it's one of those like you know these signature staple pieces that you need but with a twist I just think the fabric and the square neck gives it that extra that takes it away from being my standard crop top that I have in my closet and I just really love it I wish that you guys could feel this material through the camera like through the lens it'll be you would love it it was 1299 as well which I think is such a good price and I got it in a size small so I just think pieces like this are so transitional and they're perfect for springtime especially because they're a bit thicker than your average crop top it might be a bit too hot in summer but it's perfect for spring now next up I bought an item that I wouldn't usually buy like it's not very something that I would first pick up and go for but I just really really liked it on the website and now that I've got it I'm really glad I've got it as well and it is this wide high-waist full length white denim trousers they have this silver and rose gold detailing which I kind of wish that it was both one color I wish it wasn't silver and rose gold like why couldn't they just make that button like why couldn't they just make that button rose gold do I mean but that's fine I think that it's so cute like maybe it it won't suit me let me know what you think in the description when I try it on but I think that like a kind of wider more relaxed fit with a very like small crop top tiny little crop top and trainers and then like big hoop earrings is such a very sexy but minimal effort vibe it's like that model of duty vibe if that makes sense so that is what I was thinking when I purchased this it also looks like it might be a bit too long but we'll see about the fit in the try-on but in terms of the quality is very again a thick nice denim material it's got 20% recycled cotton it says here so good for the environment next item I'm so excited to show you I'm gonna absolutely love it oh this just gives me like Coco Chanel vibes like the elegant like you know educated classy lady look at this is this white tweed skirt I would say it's like cream white or off-white and then it's got these faux pockets they're not real pockets which as a doctor on a ward I would really appreciate if they were real pockets but I will and I just think this is so elegant and just such a classy look I would I would probably pair this with and tell me if you would I probably pair this with black over the knee boots and a white kind of high-high neck top and I just think that was it so classy and chic that's like just one of the looks I could think of obviously with a white skirt you can go any direction that you want with it but I just love it I love the fact that it's tweed I just think it's so elegant and cute and I'm sure it'll be elegant and cute in the try-on too just for reference I got this in a size eight but my waist is always small so I don't know if I did the right thing by doing that I probably should have got a six they probably didn't have a six which is why I ended up with an eight yeah I have a smaller waist so it ends up always falling down my waist a bit if it's a size bigger but we'll see what it's like in the try-on and yeah I can't wait to wear this to work you could obviously wear it to outside places as well that I just love being like really like nicely dressed for work as well so stuff like this so excited can't remember what this is oh yeah so this is basically a black version of the same white racer neck ribbed vest that I showed you guys at the start of the haul and this is again one of those pieces that is just a basic that everyone kind of needs in their wardrobe and you can dress up or dress down if you're ever wondering how to wear your racer vest tops just look at this page called Haley B Style and it's all of the ways that style we made Haley Beaver's stylist styles her in these like effortless really minimal but classy and cute looks so I will be looking at that for inspo as to how to dress this but you can wear it with pretty much anything it's just the fact that this part of the sleeve makes it really cool and like you've made a bit of effort without having made any effort at all so I really like it also I think with black vests you need to replace them often because a few times in the wash the color goes and with white vests you obviously get food all over it if you're me so yeah these always need replacing so if you're looking for a good one I recommend these H&M ones they're 100% organic cotton as well so nice material and our last item of clothing is actually something I got that's very similar to another item I showed you and it is this plain white t-shirt with a pocket detail it is it was $3.99 so it's a very nice price as well and it's just one of those comfy stretchy materials I got it in a size large and it's meant to be kind of cropped so I just thought like wearing it cropped with my tracksuit bottoms when I'm feeling lazy at home is the vibe that I was going for but given that I have the other white vest I might return this I'm not sure I'll think about it but yeah I just thought that maybe this will be a bit more cropped it's a bit larger now I see it like longer than I thought it would be I thought that if you don't know what I was thinking when I thought I would get it large because I was thinking of getting it cropped and oversized and you guys following my thought training and if that's making any sense but now I see it I just feel like maybe I can just do without and keep the other vest instead which I really like the oversized one that I would kind of tuck into my shorts but let me know what you think about this one it is quite good price though but that doesn't justify keeping it if I don't even want to wear it so I might give it back and last I got some earrings which I'm so excited for I love little H&M jewelry pieces they don't really last too long to be honest because the colors fade but they give you so many that you can kind of work your way through them until you finish the pack and this one was I think $12.99 for the whole set but there is a lot of earrings wow so for work I tend to wear very small hoops and these have this set has a lot of tiny hoops in them look at that how stunning is this collection of little hoop earrings I feel like for a different one a day and just have such a unique look and I also like that they're all kind of this kind of light gold like rose goldy color which is so adorable I think that this will definitely spruce up my app you know what this one's my favorite I'll show you just off the bat I know that this twisty one is my favorite and it will spruce up my kind of outfits at the moment I always wear these small hoops that I have from Anna Louisa which I adore I got one of my friends the matching one for her birthday I got it from the website because I love it so much and I like their quality and I've like worked with them in the past but for kind of every day to have a different hoop a day and be a bit different I think this one's really cool there's one two three four five six times by two there is 12 sets of earrings here so yeah there'll be quite a few different ones for me to check out this one is also cool it's got like a little snake this one has a bit of snake on the side also don't mind my nails they will be fixed soon and yeah there's so many little cool ones I really really like this and they're also really nice to pair with all of the very plain pieces that I got from this haul because I think the whole point of the style that I was going for on this haul was very minimal minimalist kind of basic but still trendy pieces that I can dress up or dress down either with layering of clothes or with jewelry so that was the idea that I was going with let me know what you guys thought overall of all the items in this haul if there's anything that you guys would like and you would be shopping for I'll be so interested to hear from you guys I'm gonna end the whole here I hope that you guys enjoyed this video if you did then please don't forget to give it a thumbs up and subscribe to me down below for more videos like this don't forget to check out my socials they're always linked in the description my Instagram is Persian bunny my TikTok is Persian underscore bunny and my snapchat is seppy Samoy also an exciting news my aesthetics clinic with my sister soul will be reopening again from Monday when the lockdown eases so don't forget to check out our page to see all the treatments we have on there and to ask us any questions that you have our Instagram is dr s aesthetics I love you guys so much and I will see you in my next video bye


NGC 7049 is the brightest of a cluster of galaxies called Brightest Cluster Galaxies, or BCG for short. Typical BCGs are some of the oldest and most massive of galaxies.


The research question we had is to understand chimpanzee culture, because the concept of culture has been created for humans. And we humans, we all prize ourselves for having such wonderful, diverse, extended cultures. And this has stayed, you know, a kind of accepted facts by many scientists until we have started to look at animals in the wild and discovered that they also have cultures. But now, if you look at what we know, the problem is on one side we have the human cultures, where we have hundreds of different societies, where we can compare them for language differences, culture in the way they find war, they eat, they dress, all these things. On the other side, with the chimpanzees, we have 10 to 12 at most different societies you can compare. So is this huge difference affecting our understanding of animal culture on one side and therefore affecting the comparison? The other issue is that if you have a sample, only 12, how much of the cultural diversity in chimpanzees are we missing? How far do we underestimate this ability, this flexibility in human, in chimpanzee culture? And how deep are chimpanzee cultures? One aspect we praise ourselves of human culture being unique is to have these cumulative abilities. If you look around yourself, we have so many artifacts that we have produced. We learned it from our ancestors, from our fathers, and we accumulated invention on it to make all these complex artifacts. You have like computers, cameras, and things like that. Are chimpanzees unable to do that? How can we respond to a question when we have only 12 populations? How far are we from really understanding that all these questions were kind of driving us in trying to find a way to answer it? The problem we're studying chimpanzees is that chimpanzees in the wild have always been subject to hunting by humans. So they're extremely afraid of humans. And when they see a human, they just run away. And when we started our study, long-term studies on chimpanzees in these different 12 populations I mentioned, we had a long year, a long process of habituating the chimpanzees to human presence. And it takes five years. So it was impossible for us to adapt the classic method of studying wild chimpanzees for this project. So what was the solution? The method we used for this new project was to use the big advantage we can gain with camera traps. The problem was then, where do you place a camera trap in an isolated place in Africa to observe new, unknown behavior of chimpanzees? And so we had first to select areas where we suspected there could be chimpanzees that would be in an environment that would be interesting. So the environment part was easy because we know quite well how the habitat vegetation is distributed in Africa. But to be sure that there would be chimpanzees and that there would be something interesting was much more difficult. And therefore we had a plan to have, for all these 40 different sites we decided to find, to have 12 months of data so that we would have exactly the same protocol made everywhere with the same kind of information. And for these 12 months, the camera would be placed in the site to understand the biodiversity of the sites and to place them at locations where we suspected the chimpanzees to do interesting things. For that, our teams had first to explore this area on average 25 square kilometers to find remains of chimpanzee behavior that would be interesting. And they would inform us and we would kind of agree like that where you have to place the cameras. And one obvious place to put cameras is at fixed places where we know chimpanzees are doing interesting behavior. And one easy candidate was to put the cameras at termite mounds because we know that chimpanzees fish for termites different periods of the years from some of the long-term studies that have already been performed. But how do you discover a new behavior if you just place them at termite mound? And so we were also exploring and looking with everything we could discover that is new. And so one of the things that came out was that we needed to be extremely open to everything and so we were looking for traces of tools discarded on the ground. The key finding we had is we had a lot of nice surprises. But it's a project that is ongoing and so we are expecting for many more surprises. But I want to highlight now two of the first findings that we have published this year. So the first one is male chimpanzees are known to display to say their location, to impress group members, chase around females. And when they do so, typically they have this display behavior where they start with pantouts who, who, who, who, who, who, who, and then they drum on the buttress tree. So this sequence, pantout and drumming is very typical for chimpanzees everywhere. But you have to have trees with big buttress. Otherwise you can't make the noise you would want to produce. And so in some areas in West Africa, in Guinea, in Guinea-Bissau, in Liberia and every coast, we discovered that the chimpanzees in drier habitat where the trees are smaller and often because they are so dry they have big injuries, cuts in the middle of the trunk, the chimpanzees would take big stones and after making this who, who, they would throw the stones at the tree trunk. And this throwing produced the noise that they probably cannot produce because buttress tree absent in their environment. And what is fascinating is that we observed that the trees which have these big injuries, some of the stones the chimpanzees are throwing inside the trunk where they accumulate.  And if the tree trunk or the tree dies, fells down, then you see this pile of stones that the praestorian would think that is work of humans. But in reality, in this case, there were chimpanzees doing that. Another publication we made was in another area in Guinea where we saw along rivers, a lot of long sticks that were laying on the ground and placing cameras. We realized that the chimpanzees were coming in the dry season to these river beds where inside the rivers, you could see the algae is growing and they were taking sticks sometimes very long up to four meters long and inserting them in the water, twisting it like that with the ankle, they would take the algeas and eat them. And some individuals would eat up to an hour of these algeas which is a huge amount of algeas. So that was two unexpected discoveries showing how we are possibly underestimating all the diversity of the behavior the chimpanzees are doing. So the relevance of our findings is that we are still very much underestimating chimpanzee culture. But the real point there is that many people have worked on chimpanzee culture, have tried to understand how chimpanzees learn from others, how they acquire a behavior and this has all been done in captivity. And so this type of studies allows maybe some very detailed analysis of some of this transmission but are totally separated from the real context where our culture happens. And we as human, we cannot decide what a chimpanzee would do in a given environment. And it's only by going out there having hours and hours of observation that we will discover that in some populations they will not fish for the algeas, where in others they will fish. Is that due to adaptation to different conditions which is a normal phenomenon you would see in all animal species? Or is that really culture in the sense that it is something that is socially determined and specific to such a social group? And this is in this context, what we see now in this new project is that we have to open the way of looking at chimpanzee culture by seeing that it can address many different aspects. Some are feeding behavior which we knew but the stone throwing is something very different that we didn't expect. And it's also raising the question, why do they do that? Why do they accumulate these stones in these tree trunks? Because some of the videos are very clear. You see the chimpanzees has a stone in their hand and is throwing it inside the tree trunk. So there are something, is that a ritual? Is that something similar to what we see in humans? Or is it very different? I have no answer to that but it's throwing new questions about some of the aspects we thought we already knew very well. And just to open a little bit the window to this ongoing project, we have also seen in another context in the termite fishing, for example, that there may be an accumulation of different cultural traits along this way how to fish for termites. So we are also coming into this question, how much of the behavior we see in chimpanzee culture is resulting from a cumulative process as we see so often in human culture? And so it's opening new questions about what is specific to human culture on one side and what is chimpanzee culture? The outlook of the project are two-fold. Is one is to finish the ongoing field studies that we have now. And the other one is now to work on the hundreds of thousands of video clips we have to document all this different behavior and the new that may come. And this hundreds of thousands of videos is stretching our abilities as a small research institution so that we have actually put it on the citizen science of the web so to have the public who is interested to participate in analyzing the video clips. And this has been a great help for many aspects because they allow us to go through the data much more quickly and identify the interesting videos that when we can concentrate on it. One of the motivation of our project to start with was the sad reality that nature is disappearing everywhere. And the wild animals, including wild chimpanzees are threatened in their survival. And in many places we went for this project. We arrived either too late, the nature was gone, the chimps were gone or we arrived in such situation that it was for the security becoming extremely difficult. So we had really to fight to be able to have 40 different sites. If we had planned 80, I'm not sure we would have been able to do it. So it's also a representation of where we stand as researcher who are interested in knowing what is going on in nature. We are fighting in a situation where we are running against time, nature is being destroyed and we are a small observer there trying to collect the data before it is too late. And so I hope with this project we can also underline clearly to the big audience the value of studying nature before it disappears.


What's up guys? I'm Brian Sakawa. You're watching He Spoke Style. And today we are doing a stylish summer vacation capsule wardrobe, 10 pieces, 6 outfits. Let's do it. So let's start off with the pieces that I chose. You know, a summer getaway is about rest and relaxation, of course. But that doesn't mean that your style needs to take a vacation as well. I chose things that are casual but more on the casually tailored side of things. So two blazers, a cream linen blazer, and a lightweight unstructured blazer. For the tops, a lightweight denim shirt, black polo shirt, and a kind of fun patterned shirt. Two pairs of trousers, a tan linen pair, and a stone cotton pair. Panama hat, horse bit loafers, and a pair of Espadrilles. Now let's take a look at the outfits. First up is a look to wear to the airport, suit supply linen blazer, J-Crew polo shirt, ring jacket trousers. Now there are a few key things to keep in mind when you are thinking about your airport style. First, if you're bringing two blazers, wear one to the airport and pack the other one away. That saves space and it keeps at least one of them from getting wrinkled in your suitcase. When you get on the plane, take that blazer off, fold it neatly, and place it in the overhead bin. Next, if you're going to bring a hat, make sure to wear it to avoid having it getting crushed in your bag. Finally, shoes. Loafers are always a good idea for the airport. They're easy to slip on and off, which makes traveling through security that much easier. Just make sure that you have some no-show socks on. Next is a look that is perfect for a nice dinner out at your resort. It's dressed up but casual enough so that it won't seem out of place or that you are way overdressed. This jacket with the really great houndstooth pattern is by Ring Jacket. It is unlined, which gives it a more casual look and feel, and also makes it lighter and more breathable. Shirt is by Drake's, made in a very soft and lightweight denim, not typical of what you would expect from a denim shirt. Cotton trousers are also by Ring Jacket, braided leather belt from J.Crew, Vacheron Constantin Traditionel on the wrist, and anchor by these horse bit loafers from Allen Edmonds. It's casual but dressed up, light and breathable, perfect for a seaside dinner. Here we have an outfit designed for a day trip or going out to do some sightseeing. Again, my approach was casually tailored, comfortable enough for walking around, but not sloppy in the event that you find a nice restaurant that you want to go to for lunch during the day. This printed shirt is by Reese, one of my favorites. You've seen it a lot. Five years old, not available, but I will link to similar shirts down below. Trousers are linen from Saks, made to measure side tabs instead of belt loops. On my wrist is the IWC Angenor, and this look is topped off by my Panama hat and anchored by a pair of espadrilles. Next, we're getting into some mixing and matching. This is a look that I would wear to the hotel cocktail bar having a drink around sunset. Again, it's casual, it's dressy with a little bit of fun thrown in there because if you're not having fun on vacation, you're doing it wrong. Some pretty bold pattern mixing here between the houndstooth of the jacket and the big print of the shirt. Collar over the jacket lapels to give it that little bit of retro cocktail lounge feel. I swapped the linen trousers for cotton trousers with a cuff to give it a more dressed up look. Shoes, I could have gone either way between the loafers and espadrilles, though I chose the espadrilles to pull in the black from the shirt. Next is a very simple variation on a theme. This is a look that I would wear for just hanging out around the resort, maybe by the pool in the middle of the day, a nice lunch. This is really kind of a do-anything, very versatile outfit. Not much to say about it. J-Crew polo shirt, sax trousers again. Panama hat is by Homero Ortega, IWC Angenor on the wrist, and espadrilles by Castagne. Last look here is for the return flight home. You know, trying to keep the vacation vibes going for as long as possible. Again, an airport look that's casual and comfortable, but more on the tailored side of things. Denim shirt, linen pants, hat on for the trip to the airport. Easy on, easy off loafers. And again, not packing one of the jackets, also not wearing it, just slung over the shoulder. Now we do have a few bonus items here, not included in the 10, but this is a summer vacation video, so you do definitely need one, a pair of swim trunks. These are by Vilbracan. Also a pair of shorts. These linen shorts are by Informale. And if you wanted to incorporate another shirt, I would suggest something like this, which is a lightweight linen button-up. Now if there's one thing to take away from this video, it's that being casual and comfortable is more than possible while still having a more tailored look. It's all about choosing the right pieces, with the right fit, and the right fabrics. So let me know what you guys thought of the capsule collection approach of this video. For me, less is always more, and I love to show the range of what is possible with just a limited number of items. Leave your comments below. Thumbs up if you liked this video. Hit that subscribe button. And until next time, thanks for watching and stay tailored.


All right, welcome everyone, and I hope you've had a great KubeCon so far. I guess it will be kind of one of the last talks you will attend, and I hope it will be fine and not that boring as well. So what I will go through today is Siege Instrumentation, a quick introduction in the deep dive, as well as kind of an update about our group. And who am I to present Siege Instrumentation? So I'm Damien Grisonet. I'm a software engineer for Red Hat, and I'm also the Kubernetes Siege Instrumentation Tech Lead, or at least one of the two Tech Leads of the group. And I also maintain projects such as KubeStateMetric, MetricServer, and PrometheusAdapter that you may know, and you can reach out to me on either GitHub or LinkedIn, here are my handles. And so, like, I don't know how much you are aware about Siegs, in general, and Siege Instrumentation as well, so I will go through what is a Siege and what we are doing in Siege Instrumentation, what are the sub-projects that we own, the different signals that we own as well as part of our group, how you could help us and contribute, and where then you can find us and just chat about anything, really. So what do we do? So a Siege in Kubernetes is a group that has a definite task and a definite area of expertise. In our case, we have a charter that tells us that we have to cover the best practices for cluster observability across all the Kubernetes components and develop the relevant components that we need in order to spread those practices. So we don't own the signals as such, so we don't own metrics for all the components, but what we own is the libraries that we then provide to the different developers to help them improve their signal and build better observability as a whole. So to do that, we first have our sub-project that we also support, maintain as well as kind of oversee. So here are like the three main ones, I would say. CubeSafe metric, KLOG is to get any kind of metrics about your Kubernetes resources. KLOG is the logging library that we use to produce any kind of logging Kubernetes and metric service is what you would use for autoscaling. And we have many more. I will go a bit more in through the details of a couple of them later. That's what we do as part of our sub-projects. And then the value signals that you can see on a daily basis in observability. We try to cover metrics in Kubernetes as well as logging and events. Events are some kind of logs, a bit more structure we could say. And in logging like we nowadays do more on structured logging as well as contextual logging because we've noticed that well, producing a lot of logs that cannot be aggregated isn't that useful to our end users. So we've invested into that as well as like we are seeing more and more tracing around these days. And it helps a lot when we are developing such a big project that is Kubernetes. That's what we invest into. And how do we do it? So we have multiple sessions in general, so bi-weekly where we try edge and try to fix the relevant instrumentation issues. So try edging means that every two weeks we'll go through all the issues, all the PRs and make sure that we have at least an assignee or someone to look after it and make sure that at some point it will be addressed. We also review most of the changes made to metrics. I will go later on about how we manage metrics in Kubernetes, but we tend to review most of the changes that are made to it in order to make sure that best practices are enforced as well as the quality of the metrics is there as well. We also develop new features and announcement. There is a process in Kubernetes in general that is called the CAPS. And we go through this same process in order to make any kind of improvements. As I mentioned before, we maintain and support the support projects. And as of a couple of months ago, like we used to do a mentoring kind of on a per mentor basis, like each mentor was trying to help and introduce new people to the community. But now the SIG is kind of trying to create a mentoring program. For now it's only internal or at least like we do it with the contributor that we've seen joining our meetings. But we plan to extend it and allow more external contributors to also join and learn more about Kubernetes and the different sub project later on. But we are really investing into that because we really need new contributors these days. So now that I've kind of tried to present as best as I could what we do in Kubernetes, I will try to go a little bit deeper about the sub project and to kind of give you an idea of how much do we have to support in Kubernetes and do we support and provide to our users. So the four ones that I've chosen to present today are CubeState Metric, Metric Server, Prometheus Adapter and a brand new sub project that we've just recently added to our portfolio which is Usage Metrics Collector. So CubeState Metrics, I believe most of the Kubernetes users have CubeState Metric installed in their cluster because that's the main entry point for any kind of like if you really want to look into what's happening in your Kubernetes cluster, that's the pieces of software that you would need. It's a Prometheus exporter, which means that it's pieces of software that converts any third party data into Prometheus Metrics. And in CubeState Metric case, it's the API objects such as the pods, for example, and any kind of cluster administrator wants to know what's happening in their cluster, like how many pods they have, how many deployments, what the state of these resources. And it's not convenient to go through via the command line and search for these resources. So we have this awesome project that allows you to expose metrics out of those. And two examples of the metrics which are CubeDeploymentSpecReplica and CubeDeploymentStatusReplicaUpdated, which allows you to know at any point in time how many replicas deployment has and how many replicas were updated, which means that if there is a rolling update that fails or something went wrong, then you can directly see it in metrics. You can add it on those metrics and really have a better overview of what's happening in your cluster. And how does CubeState Metric does that is by watching constantly the changes made to these resources in the Cube API server and then converting this data into Prometheus Metrics and then hopefully Prometheus will scrape these metrics and expose it to the users. Another important project that we maintain that also is most likely to be using most Kubernetes cluster these days is Metric Server. It's the main project today for exposing resource metrics. And it's what is the source of CubeCuttleTop, for example, so without this piece of software or a similar one that would implement the resource metric API that we kind of support, you wouldn't be able to see anything with CubeCuttleTop and the command would be failing. And as such, it's also like the main source for any kind of photo scaling based on resources. So whenever you create an HPA and set, let's say, the CPU utilization on your HPA to 50%, then the HPA controller will reach out to Metric Server and ask, what's the resource usage of this pod? And Metric Server will be able to answer. And then the HPA controller will be able to take a decision on that and autoscale on your application. And how does Metric Server do that? It essentially acts as an extension of the API server. So whenever there is a software that asks for any of these resource metrics, the API server will just forward the request to Metric Server. And in turn, Metric Server would have grabbed the metrics from Cubelets and then expose them to the QBAPI server as if it were the QBAPI server that replied to the request. Another software that is pretty similar or has similar goals but a bit broader is Prometheus Adapter. I mentioned the resource metrics API for autoscaling. There's also two other metrics API that we support as a SIG, which are the QSTOM and external one. These ones are meant for any kind of resource, not only CPU and memory like Metric Server would do to autoscale your application on. So for example, if you want to autoscale your web server based on the traffic, you could do that. If you want to autoscale your web server based on the number of objects in your RabbitMQ queue, you can also do that. And so Prometheus Adapter allows for this kind of bigger reach with your autoscaling solution. And it does that but instead of trying to grab the data from Cubelet, because Cubelet only knows about CPU and memory, it will grab it from Prometheus. So let's imagine in your Prometheus backend you have metrics about your RabbitMQ. Then Prometheus Adapter will be able to get those metrics and expose them to your autoscaling solution in Kubernetes and then you will be able to autoscale anything from that. It's kind of similar to what KEDA is doing today. I don't know if any of you know KEDA, but it's kind of similar. All the KEDA supports a way bigger variety of scalers. It was like Prometheus Adapter only supports Prometheus. And another newcomer in the line of support that we have is Usage Metrics Collector. It's brand new because it was only given to the SIG in January this year by Apple. They've been working on this project for quite a while internally and then they hand it over to us. And the goal is to have a more optimized way to collect the resource usage and the capacity metrics inside of a Kubernetes cluster. Because there are limitations today that prevents you to have high frequency scraping of this data. Whereas Usage Metrics Collector now allows you to do it like even at the second. So if you really want to have a capacity planning that is like really up to date and with fresh data, then that's a good tool for that. It also allows for aggregation at collection time. So instead of sending a ton of data to your Prometheus instance, you can reduce the scope. And one good selling point of that project is that it doesn't require anyone to know about PromQL, which is one of the big blocker that we have when we are trying to expose any kind of software that works with Prometheus. Like it's always hard for new users to learn about PromQL. And this project doesn't require that. So for example, I showed one configuration of how you can get the P95 of the CPU and memory utilization with a one second scraping and sampling interval. And as you can see, like there is no PromQL inside of this configuration, although at the end of the day, you will have the same results. Meaning that it will compute the P95 for you without having to do the big complex Prometheus query. And it's pretty convenient and pretty easy to use. And then you can expose the P99 directly.  So then I guess I will go through the different signals, how we handle them, what we provide to the Kubernetes developer to better work with them and improve the quality overall. So the metrics, for us, the metrics are pretty simple. We have an integration with Prometheus directly. So we expose the metrics in a Prometheus format. And then it can be used by any software that can understand this format to build alerts, to build collection, to build dashboards, whatever. And so the entry point is really the Prometheus format. But the point that we faced over the years is that, well, it works having a lot of metrics, but when you are in such a big project as Kubernetes, people tend to change the metrics on their own agenda. And we've learned that you cannot simply rename the metrics because if you change the name of a metric, the metric will cease to exist. So if you have an alert that is based on it, the alert won't do anything at all once you change the name of the metric. So we went through a pretty big metrics overall a couple of years ago in order to improve the quality of the metrics. And that's how we figured out that, well, we cannot just change the name of all the metrics because it will break a lot of users. So in order to be able to do that kind of thing and improve the quality, we needed to put something in place to make sure that we don't break anyone. And that's when we decided to create the metrics framework. So the idea was to create a framework on which we could express a certain level of stability for the metrics and provide guarantees based on that. And we also wanted to make sure that there was some automation that would prevent any users to make breaking changes without a significant implementation being aware of it and even new users being aware of it. So that's what we did and that's what we provided to most of the developers by creating a brand new library on top of the Prometheus one to make that easy for them to use. So the stability level kind of changed a bit over the years. We started with only alpha and stable, alpha meaning that there is no guarantee at all on your metrics. So we could change the name, the label name as well of your metric at any time. We don't bring any guarantee so we can still improve the metric without breaking anyone. And stable meant that, well, you cannot change the metric at all. Once it's stable, it sets and if you try to modify it, it will break someone, so you don't want to do that. But we figured that it wasn't enough and we need a bit more stability level because going from just like no support, no guarantees to, well, you cannot change it anymore. It's too big of a jump. Like we needed some levels in between. So the one that was the most needed is better and that's what we are currently introducing, which is that we still have a bit of guarantee but it's likely to not have any guarantees. And so, oh no, it's likely to have guarantees meaning that once it is stable, it is on its way, once it is better, it is on its way to become stable and it should be treated as is. Well, you can maybe add some new fields but you cannot remove them. An internal would be more for recent recent use cases where we're introducing more metrics that are more relevant to the developers rather than the end users. So we don't want any guarantees on them because well, they could be removed at any time because they could be used for testing a certain feature and are really developer facing. So we shouldn't build alert on top of them either. So this is what we have today for the stability. And we are currently working on an establishing new guarantees for this, especially the two new level. So beta and internal, internal won't have any guarantee but beta will have some certain guarantee and we need to make sure that we have the static analysis tooling to prevent users from making changes that we don't want. One thing that we surely want to do is that signal instrumentation should review all the metrics that go to beta because we want to be in control of the quality of these metrics. Another thing that we were able to do from that effort was to generate the documentation for the metric. That's a big problem that we've had and I guess a lot of people have which is discoverability of the metrics. It's super hard to understand like what should I do in this case? Is there any metrics to help me? Like there is such a variety of metrics that it's hard to figure out what to do. So we have a documentation now in the official Kubernetes website. It's not perfect yet because we are hitting limitation with the website format. But at least you can get an idea of what's exposed today by Kubernetes. It should include all the metrics that Kubernetes exposes and it gives you as well a small documentation of what these metrics do. So if you have any, let's say a problem with scheduling, I guess you can search for scheduling in these metrics and find maybe something that could help you. So it's pretty interesting and I'm pretty sure it will help a lot of people. And another aspect will be later to auto-generate the changelog. So today it's pretty hard for users to understand like what has changed in metrics because there is no big section where we just expose all of them. So if we were able to generate the changelog, that would be easier. We also want, I don't know if any of you have attended the observability days. But there was a discussion about native histogram in Prometheus and the more recent support of it and how it's now compatible with open telemetry. It's used to not be the case, so we were kind of reluctant to go that way. But now that there is some compatibility, we are thinking about integrating native histogram as well and we will be looking into that in the upcoming months. So that's it for the metrics and we have still like two signals. I guess it won't be too boring for you. But yeah, now the logs, what you are most familiar with usually or what developers tend to be more familiar with because they don't want to go with metrics like they don't know it's an unknown area for them. And before structured logging, it was pretty hard to do anything with the logs because there was no format. Like it was impossible to aggregate them together and do any kind of operation between the logs. Like you had to grab and do some magic in order to gather information, it wasn't great. Then it was converted to a text-based format, which was a bit more formatted but still like in your ingestion backend that ingests your logs. It's hard to query something that is text-based, like it's hard to find patterns. So we also decided to support JSON, which is way easier to query. So we added support for structured logging on JSON. And now it's like most of the log would tend to look like the last log line that is shown on this page, which is like way easier to understand, way easier to query. And when did we do that? So we started initially by only one component of Kubernetes, which is a kubelet in 121. Later on, we also added support or like fully migrated kubes scheduler to structured logging. And the feature finally became stable in 126. That doesn't mean that all the components are fully migrated yet. There are still some non-structured logging that are lingering around the kubes. But that means that we won't backtrack to a time where the logs wouldn't be formatted. So now it's set in stone. We will continue forward with the formatted logs, which is great from a consumer perspective, I guess. And part of that, we also included some static analysis to prevent any kind of regression and any kind of backtrack to a world where it wasn't structured. And while doing that, we noticed that K log, which is the library that we use for producing logs, adds some flags that weren't meant to be client-side. Those flags would be more suited to be on the platform side or your logging platform side nowadays. So we decided to deprecate them in 123, and they will be removed in 126. So yeah, if you are using any of these flags, be worried because they are removed in 126. And so now that we had structured logging almost everywhere, we still noticed that logging wasn't complete. There was still improvement that could be made in one of the which was what we call contextual logging, which is a way to have structured logs but with a context. So the idea was that when you would produce a log, you could attach to the logger a certain context, let's say a value or any kind of data that you want, and propagate it through your calls in order to make sure that you set a value through your call sites. This was in Kubernetes as alpha in 124, and it's currently planned to become beta in 128. As I mentioned, the goal is to log, or at least like what we used to have is that you add a global logger. You couldn't do anything with it because you cannot attach any data to it. There was nothing to do. So if you were, let's say, in the scheduler and were trying to make sure that all your log lines contain the name of the pod that you are trying to schedule, it was impossible. You had to make sure that all your logs already contained this information, and there was no way to ensure that. So that's the goal of contextual logging. And one more futuristic goal would be to also attach, let's say, a span ID for tracing or trace ID in order to have correlation between logging and tracing made super easy. And now the goal is to really migrate the code base to both structured logging and contextual logging, and we are actively looking for contributors to help us do that. So there is a dedicated group in signal instrumentation that is working on that, which is what we call a working group in Kubernetes. It's the structured logging working group. So they are focused, like there are parts of signal instrumentation. So we kind of oversee them and support them, but their focus area is strictly logging. There are two organizers for it, and they meet every two weeks on Thursday. And if you want to contribute, that's one of the best places to start because it's pretty easy to get into not much context to know about, or history to know about, and it allows you to kind of get an experience of a lot of part of the code base. So the last signal for which we added support recently, and that is pretty exciting is the traces. So just before going deeper into what we support and what Kubernetes offers today, I would like to speak, like to tell you about distributed tracing if you don't know. So today, when you are a client and you send a request to a software, it can go through many layers of software and of services. And you don't have any way to really know where the request went and how much time it spent in the various areas. And that's what distributed tracing is trying to solve by adding trace ideas and spine IDs to your request. And then all your components inside of the goal is to have all your components produce traces and spans with these IDs. And then your tracing platform will aggregate all these data together, try to match it with the correct IDs, and you will be able to see the three spans below, which go through the different processing that went through with your request. So the server request, then you have the backend where you send the request to the backend, the backend doing some processing, and then sending the request back to your client, and you know exactly how much time was spent in each of these aspects. And in Kubernetes where we started is to do that to the API server. So what we really wanted to know was when a client make a request, let's say you make a request with Kupkato, how does it went through the API server and then HCD and then goes back to the client. And we really wanted to measure that. So that's what we did. We introduced API server tracing I think in Alpha in 123, if I remember. But it went better recently in 127. And we fully traced the request between the API server and HCD. And also Kublate Tracing recently graduated to beta as well in 127. Kublate Tracing was started a bit later, but code up to API server now. They are like the two components that are traced. And in the case of Kublate, we are tracing the request between Kublate and container runtime. All right, so here you can see the trace from Yeager that we initially added in the spans to Kubernetes 122. It was pretty bearable, like you didn't have that many information. The big span above is the request from the client to the API server. The second one is the API server to HCD and then in yellow it's HCD processing the request. So you can kind of see what's happening, but you don't have much information about what's going on really inside of each of these components. But at least you know who is responsible for how much of the latency. And one thing I wanted to mention before going further into what we did was that there was always some kind of tracing before in the API server. But it was more log-based tracing mechanism where you add these traces logs that were appearing whenever the API server was slow, for example, to give you some kind of idea of where slowness occurred really in the API server. But it was like it's pretty hard to just use as is because it can grow pretty large in your logs, so it's not the best. And what we did in 126 is that we connected these log-based tracing and we converted them to spans, like to open telemetry spans. So now you are able to exactly know what's happening inside the API server, how much time you spend decoding, let's say, data from HCD, how much time you spend processing a certain request and so on. So now all this information you are able to better introspect what's going on. For Kubelet, when it was added as alpha, it was also pretty bearable. We had two things instrumented. One was the request from the Kubelet to the container runtime to create a container. And the second was from the container runtime, like the container runtime starting the container itself. So we didn't really know when the pod creation was started by the API server and then when the container was started by Kubelet. So that's what we did at KubeCon as a proof of concept and we kind of linked the pod traces to the Kubelet traces. So we now better know what's happening when the Kube API server is sending a create pod request. And then it's propagated to the Kubelet and you know when the containers are created as well. So the future plans are to completely add the Kubelet span to track the create pod instead of just like creating the container. We also want to improve on signal correlation. We want to link metrics and traces via Prometheus exemplars. And we also want to, as I mentioned before, link the logs to the traces most likely via contextual logging in the future. And to do all that, like we need more contributors, I guess, and you can help us also improve all these areas with your IDs as well. So one way to do that is to attend our meeting, participate in reviews. There are many projects that are looking for contributors, so feel free to reach out to anyone responsible for them. And you can meet us every week. We are having a SIG meeting. One is for trades, like one week is trade, one week is meeting. So feel free to join any of these meetings and we'll make sure to help you contribute. And yeah, that's it for the first presentation. If you have any feedback on this session, feel free to scan this QR code and send me your feedback. I would really appreciate that. And that's it. I guess we can go on with the questions. Does anyone has any question? We exposed ViLTOP just set up a collector and central system. Is there any chance, potentially, in the future, for to get logs and metrics via this thing? Via open telemetry you mean or via the collector? So the question was, we are producing logs with open telemetry today. Is there a plan to have them as metrics and logs as well? Or have metrics and logs produced with open telemetry as well? So I think that was considered. The blocker currently is that most of the thing I discussed with metrics where we have this stability framework and so on is not something that is supported by POMETU Sizer. So we had to create our own libraries to support all that as well as all our static analysis tool. So the challenge would be to understand how much of a rewrite that would require. I don't think we have anything against open telemetry at all. It's more like the challenge of the rewrite that would not necessarily make sense and be valuable. The amount of effort that would require might not be valuable. And worse, it as well. But yeah, one thing that is worth mentioning is that we support. All the signal can be today collected via the open telemetry collector. And that's something that we want to keep going forward. We always want to keep support for that. So today it was not enabled by default in Alpha. So the question is what happens to the tracing, to the traces today in the QB API server if you don't have anything grabbing these traces. So tracing wasn't enabled by default in Alpha. It's now enabled by default, but it requires some configuration in order to produce the logs. So if you haven't set up anything. Yeah, to produce the traces. So you wouldn't see any traces today. If you don't activate them directly and set up a certain ratio for the number of traces you want to retain. So yeah, today if you don't do anything with them, you won't have any traces produced. But if you want to use it then for sure try to configure it and then you can grab them via open telemetry for example. Yeah, there is a configuration for tracing that you can pass to the UPS server or even Qubelet now. To set up, to tell it like what is the ratio. I don't remember the name for the sampling rate that you want for the traces. You just have to configure that and then it's all set. Yeah, I think you cannot configure the endpoint. It's set by default. I won't lie, I'm not that familiar with open telemetry as a whole. I know a bit about the metric side but not much about the logging side. So I'm not sure, the best would be to go to one of the working group meetings and ask them directly if they've considered that. But at the moment they have their own library in KLOG in order to support contextual and structural logging. And I don't know if they have an intent to actually rewrite it. Yeah, it might be. All good. Thank you everyone for attending and I hope you enjoyed the end of Qubcon and you travel back.