So, hello everyone. Welcome to the presentation. My name is Esteban Arias. I'm a software engineer for IBM. I will be presenting a little bit of the work that we have done together with the OpenStack Cloud, particularly for a product called VMware Integrated OpenStack, how we deploy it in the SoftLayer Cloud as a part of a project. This is Arvind. Yeah. Hi. This is Arvind Soni. I lead our OpenStack efforts here at VMware as a product manager. That's why I will let Esteban go first so that he will lend credibility to whatever claims I do later on, right? So that's a good flow. All right, Esteban. Thank you. So, as I was saying, my role within IBM is particularly integrating products. So, I ended up with my team on a series of projects that require integration of different platforms. So, we ended up doing VMware Integrated OpenStack on top of SoftLayer. So, we will describe a little bit what was the mindset, the key points around it, and particularly deploying it as a part of an enterprise workload was a little bit challenging. But the idea is to get you what was the mindset and the lessons learned out of it. So, key points there. OpenStack on SoftLayer with VMware. We, as you probably remember, at the time of the interconnect this year, so at the conference, it was announced that we had now the luxury of having better battle-tested architecture for running VMware workloads in SoftLayer. So, when you see that panorama, you're going to the idea that you can take that leverage and integrate some other different products. So, that was the case with OpenStack. Nowadays, people is not seeing it anymore as one or the other, but how you can get the two working together in best interest of your customer. So, we took a piece out of it out of the architecture, and we lay out VMware integrated OpenStack on top of that, for a series of reasons. But in general, because I'm getting into the second key point, capacity, you want disaster recovery out of it, you want migration capabilities. Now, we are seeing, particularly for the case of SoftLayer, we are seeing people who is posting architectures that can take VM out of Amsterdam and put it into a data center in Washington, D.C., and just using SoftLayer private network. So, those capabilities regarding what you have behind the OpenStack Cloud are really an added value, and we took advantage of it. Some of the reasons are also the multi-tenant environments that you can have, like DevTest, Lab, so we took advantage of that. We also gain really company out of the customer when you start talking about certified environments. So, you can have things like HIPAA compliance environments, environments that respond to Nest, scans out of the box. That kind of thing is what really adds value to it. Another key point was that we wanted to start single region, right, and be able to scale worldwide. So, probably you know already that SoftLayer has 23 data centers. You can start VMs in Mexico and end up in Melbourne, and all those provide with capabilities, in particular when connecting all the different hypervisors in expanding the realm of the OpenStack Cloud. We wanted to be agile and private hybrid, so obviously, and someone was mentioned in the morning in a presentation as well, you want to compete against a very robust platform, and that has to be done with these kind of capabilities, so particularly speaking about AWS. We wanted to have, particularly in this project, we needed to have auto-scaling capabilities and provide that on a tenant basis. So, tied together with that, we had the use case of integrating this workload with an already extensive footprint of VMware VMs that the customer already had in SoftLayer. So, that if you put all that together, you kind of provide with a panorama that it's about integration. So, that's the key message on this, right? So, about the building blocks that we had our available for us to build this, you have three main points. You have compute with the capabilities of SoftLayer on bare-metal servers. So, once you get your account with them, right, you start getting different provision capabilities. So, you can start with bare-metal that are different flavors in sizes and processors. You can have a comprehensive network management out of band, so that's really a key factor when deploying your hypervisors that provide the foundation for the cloud. You have a model of networking that it's consistent of three layers. So, you have public-facing interfaces, you have private interfaces, and you have management interfaces. So, that gives you quite a bit of flexibilities in terms of working the cloud and working with all the NOVA computer nodes and the neutral nodes. You have storage, which is critical on this piece, because you have now the flexibility of having these bare-metal nodes with all SSD configurations. So, that gives you an underlying layer that you can leverage with BIS and products, and that connected with the OpenStack cloud in VMware running the workloads of Cinder and Glance gives you a very extensive framework. Also, you have some other storage options like box storage, file storage, and object storage that you can also leverage in order to serve the data stores that eventually will be translated into the pieces of the OpenStack cloud storage underlying system. We had a series of software components that were intended to fit into the project. The first one of them was the Urban Code Deploy, which provided us with a Blueprint Designer UI that basically connected to the VIO, providing the VIO, the VMware integrated OpenStack, providing the full orchestration out of it. So, it was kind of a very interesting having a UI that you can drag and drop different agents into the objects that you already imported out of the OpenStack cloud. So, the customer ended up with all these different agents that you can deploy several times and you can update on a single basis. So, I hope that's true, but on the right-hand side, you will see, sorry, on the left-hand side, you will see different objects imported out of the OpenStack cloud directly seen without having to interact with any other API, but heat and cilometer for that case. So, you have the Blueprint Designer, you have Operator Tools, or we had Operator Tools, which were vCenter and vRealize operations. These were intended to provide the customer with tools that were familiar to them in order to check the overall status of the VMware cloud and the OpenStack cloud. So, these ended up being just a supported material, but it's important to mention. We had, on the networking side, we also had VMware NSX, which is the endpoint where Neutron was talking in order to provision, and we will see a slide that shows the overall workflow, but in general, on this portion, you will have things like your Edge services router and your distributed logical routers. So, it's interesting because you eventually consume resources that are extendable through the data center. So, you don't have to re-use, you don't have to create two separate environments, but re-use what you already have. And that obviously is part of the reference architecture that I was talking about at the beginning, which is already vetted, right? So, that's important. The other point here and the final piece that we were missing was the integrated OpenStack. So, that's a layer on top of VMware. It consumes and talks natively with the VMware cloud and manages for this particular environment different tenants on VM storage and networking. So, you can see from it things like, for example, images, network volumes, all those interacting on the line with the VMware cloud. It's important to mention here, and it based on my experience, that the VMware support out of it was very helpful because at the end you end up troubleshooting issues that are related to both environments. So, it's something that adds a layer of action items on it. So, this was the framework. Regarding the integrated OpenStack, a couple of lessons learned there. One is that it's an integrated appliance. So, that means that it's an OVA that was a familiar language for our customer. So, basically, it's a pre-packaged image that will expand into a complete installation.  So, that takes you to the deployment mode, which could be NSX control, right? So, overlay networks, or you can do standard DVS. So, when you start talking all these topics to a networking engineer who is familiar with the both, right, you start getting into what they call a POC or a production mode. So, you can deploy VMware integrated OpenStack in a POC, which is basically the same as the production one, but without heavy availability. So, you can have a small subset of the capabilities. You can show them, you can prove value out of it, and then eventually you can migrate that workload into a production one. So, that's how the appliance work. And it's, in my opinion, it's fairly simple. To deploy once, you have it totally architectured, in particularly in the networking piece, because again, when you have software, you have multiple servers, and you have different sets of capabilities in network on them. So, you have to be careful with the partition and schema that you will put into those networks, and that's the way that it's gonna connect. So, moving forward. This is the workflow that I was talking. You can see on point number one. So, that's DevOps, how they request, on our case it was the Urban Code Deploy, the designer. So, you can do that, obviously in different ways. We did it in Urban Code Deploy and we did it using HIT directly. So, you provision, you request, the OpenStack Cloud will reply back with traditional tools, right? Keystone, Nova, Cinder, Glance, Neutron. And then, you migrate into what is known or what was known for this particular customer. They, on point number two. So, we go and we talk to tools that they already have. So, we talk to NSX and we talk to the vCenter, which translate into the underlying based infrastructure, the ESXIs, and all the rest of the components that we have there. So, you can have these switches, you can have data stores, and those might be serving as well some other infrastructure. So, that's why I was talking about integration. So, once you get all that running, you can have multiple tenants or projects, or, and you can have, and this is going to be a discussion that tomorrow is going to be a very interesting talk on that. So, you can have single tenant routers, or you can have shared provider network. So, I invite you to go to that one. But in general, you will have these routers serving on top of infrastructure that will eventually connect public and private networks. So, you start, you start throwing things like loading IPs out of the provisioning systems of layer. So, that's where it gets interested. So, you end up in point number three, with the infrastructure managed by OpenStack and supported by VMware on SoftLayer. So, it's a win-win situation. All together, as I was saying, you can have the urban code at the bottom, one of the scaling policies that we were talking about, heat and silo mirror work key parts of this. So, on the, on your left-hand side, you will see one of the blueprint instances, how it had a couple of agents that are really probable and you can customize them. And that serving an out-of-the-scale policy that eventually will scale out the environment up to the entire infrastructure that you have. And that is where it gets really interesting because if you take it to the next level, right? So, you will start having constructs at the bottom, right? You will have your, what, this is part of the architecture that I was referring, tested in SoftLayer. So, at the bottom, you have your constructs of management clusters, edge clusters, and compute clusters, how they, making these divisions, you can have all the different hypervisors connected into the SoftLayer cloud using this networking model that I was talking about, the triple networking model, with public and private villains, which, at the end, take all these SSDs and the NSX portion of it, creating what you can extend across all the data centers. So, that is where I think that puts the value on it. So, on your management cluster, you end up having all the different appliances that are part of your entire cloud. So, you can have the, as you can see, the NSX manager, the NSX controller, the VMware integrated OpenStack, and all those serving on the same infrastructure. So, you end up having this base on the left-hand side and extend it all the way to different data centers. So, that's a key added value, I think. This is the VIO production deployment that I was talking about. So, out of the box, you will have a couple of load balancers, one in, everything is HAA, pretty much, but in particular, what I think it's important, it's that all these VMs, when set up in the right mode with the partition schema and the networking, are a fairly simple way to introduce and provision the entire OpenStack cloud with pretty much no effort, right? So, it's just planning an architect. So, you can see things like the database node, which is tripply replicated. So, if you take that and put it into another tool, like disaster recovery storage replication, you end up having a very worst infrastructure and underlying on top of the integrated OpenStack. A key piece of advice, as I was saying, the leveraging tools like the vSphere data protection and replicating your storage with what software provides you and multi-region, multi-data center, resulted into what was a really, really robust design. So, it provides us with several use cases in order to gain first trust from the customer and show very different scenarios on disaster recovery. So, that was a very, very key differentiator. All right, thanks, Esteban. The key thing to remember from Esteban's presentation is simplicity, right? You guys have seen all the user survey and it is centered around three major challenges of OpenStack, simplicity, stability, scalability. So, that's what I'm gonna focus upon. But for that, you have to agree with this model of OpenStack, which is it's a framework underneath you put different, different products. And we put vSphere, NSX, vSAN, not surprisingly, because those are the products that we can support and those are some of the best products in the world that we believe, right? So, it's a framework that allows you to put different products underneath and build an OpenStack cloud on top of it. And you can replace those products with different combinations, but the key thing is you will get the same API is the same tools, doesn't matter whether you build that OpenStack cloud with vSphere or some other hypervisor, right? So, it's a framework that allows you to do this. What is inside of VIO as Esteban pointed out, it's essentially a standard distribution of OpenStack. It has all the core components that you would expect, Keystone, Horizon, Heat, Cilometer, Nova, Neutron, Glance, and everything that you would need to run a really nice production-ready OpenStack, all delivered in a HA architecture. You don't have to sit there in a scratch. How am I gonna architect my message queues and databases and Nova and Neutron? No, none of that. It comes with a proven tested architecture which will work for up to 5,000 to 6,000 virtual machines in a single vCenter. So, that's for the scale, right? To start with. Fully supported by VMware. Anything breaks in there? Nova breaks, you have a security issue on the operating system where it is running, underlying vSphere has a having issue, NSX having a problem, we'll take the call. We'll deliver the fix. You will get the hot patch and good thing is VIO has a built-in patching mechanism along with Revert.  No, none of that, right? It doesn't work, there's a Revert command, it will revert the package, restart the services. This is what is needed for operators to run a cloud. From a consumer perspective, yes, it's all great. You give them OpenStack APIs, let them lose, they will start breaking the cloud, right? That's what happens. So, operators are the ones that need most of the tooling. Consumers, they are being served more than plenty in the open source community, right? These are all the things that came out of the 2016 survey and I was talking in the beginning, it's really about making things simple. Making things stable, making things scalable, right? So, let's see, of course I'm gonna claim that we do all of those things, not surprising, right? That's why I let Astaman go earlier and you saw some of the things, how they play out, right? So, in terms of simplicity, where does simplicity come from for VIO? What is the secret magic that we are doing? Well, not necessarily much of a magic, right? We have a decoupled architecture. I'm gonna talk a little bit more, but that decoupled architecture is at the heart of why things are very simple when you run OpenStack on vSphere and NSX, right? That's where it comes from. And we provide a lot of tools, as I said, patching, upgrade, backup, recovery, monitoring, troubleshooting. All those are needed to run a cloud. So, without those tools, things become complex, right? So, not much of a surprise over there. Where does stability come from? Well, vSphere has been proven to run like hundreds of thousands of workload and you say, well, I'm only going to run Cattles on top of it, fine. Just turn off the DRS and HA and vMotion. You still have those operational benefits. It's a battle-tested hypervisor that works with a lot of compatibility tests done with several storage vendors across the world. Several networking vendors across the world. That stability, whether you are running a cattle or a pet, is going to give you really robust environment. Your VMs will not run into a kernel panic. You will not get a blue screen on top of Windows machines running in a KVM, right? So, that's pretty much the gist of it. Those products themselves are battle-tested. OpenStack is running on top of it and provisioning workload to them. And as I said, when things don't work, we patch them, right? When there are security issues, we patch them and give you the support. Scale. Scale is an interesting beast. I mean, you gotta have a, if you want to build something as large as some, or anywhere near AWS kind of scale, you have to have a building block. And that building block, better scale along with operations as well, right? It can't just be that you put hundreds of hypervisors and you have no tooling how to operate them. So, it has to have things like vCenter. I'm not saying you have exactly vCenter, but you have to have some tools where you can go and manage a bunch of hosts, provision storage on top of it, provision switches, remove the VLANs, update the VLANs and things like that. Without that, operations will become very difficult as you grow larger in scale. Okay. So, what was the decoupled architecture that I was talking about? When you run OpenStack on top of vSphere, OpenStack is not talking to any ESX host. There is no agent in the ESX host. There is no Nova agent, no Neutron agent, nothing. The ESX host that tenant workload control plane, data plane is completely separated from OpenStack control plane. You can imagine what does that do, right? Now I can keep changing my OpenStack control plane, applying patches, upgraded, deleted, backup. Doesn't matter. The workloads are running safely on top of ESX. So that's why the patching, troubleshooting, upgrade, everything becomes simpler in our case because it's not like every time I have to do a change in Nova, I have to go update the Nova agent and I have to do a rolling and control and those kind of coordination. So that's the fundamental piece why VIO or OpenStack running in general on top of vSphere and NSX becomes much more simple. This is at the heart of it, right? We have a decoupled architecture in this for running OpenStack. We were not happy with the simplicity that we have, really. What we wanted is can we run OpenStack in one virtual machine and whether it is good or not. So we tried it. We said, okay, let's go back to the DevStack days and see whether DevStack is actually good for production. CI, CD workloads, you can run, you know, some things which are not mission critical, give it for demo, lab testing, whatever, right? And actually we found out that the single VM VIO is pretty good for like several thousands of VMs on decent high concurrency. So why not, right? I mean, every one of us has remote offices in Boston, in Arizona, small offices, you can set up OpenStack clouds for them. So what we will do is in coming months, right now it's in tech preview, 2.5 is gonna come out soon in a couple of months. It will be in tech preview, you can deploy all of OpenStack, the same architecture that Esteban showed running in production, the same architecture in a mini form inside one VM. This is simplicity, right? Really five to 10 minutes for a complete, almost production ready, it does not have HA, but you can start over there and we'll provide you a migration path to the full blown architecture, which is also not very bad, it's just about seven VMs, two load balancers, two controllers and three databases, right? And I have to, you know, share the fact that this work has been, that compact architecture is made feasible because of all the hard work in the community, right? The Furno tokens have almost reduced the need for memcache, it's much more compact tokens, right? The reduced chatter between NOAA and Neutron is going to help us not worry about the message queues that much. So there's been a lot of improvement in the community which makes that compact architecture feasible. We don't need separate message queues and memcache servers, right? In fact, we don't need separate message queues because our message queues don't get bombarded at all because of that decoupled architecture, right? And as I was talking about simplicity, without operational tools, running a cloud is like hell, right? We didn't have a syslog integration when we used to do POCs in the early days and everyone knows that OpenStack is very generous when it comes to logs and they're all scattered everywhere, right? So without a syslog, just simple thing, but without a syslog, you can't find out why NOAA is not, NOAA VM is not getting an IP. So what we have done is paid excruciatingly detailed attention to operations, right? To the extent that each one of these was like a P0 in version one of the product that, no, we have to have patching. We have to have upgrade. Without this, we cannot go to market, right? So there's been very, very focused effort in making sure that you can actually operate OpenStack very cleanly with complete support and these are all the features that are already supported. And notice the last one, when people say, hey, we are going to run pets, we don't care about VMotion, what happens when you have to retire an entire rack of server? Well, then you have to sit down and write scripts and live migrate things and that's really just a push button in vSphere, put them in maintenance mode, move them over, you're fine, right? So this is the power of what vSphere has built over 10 years. The ability to operate a really large scale data center using vSphere and now OpenStack brings even larger scale to it, right? So all of this does not matter much to the consumers, they get the same OpenStack APIs, right? But they care when your environment does not give them the SLAs, when they ask for VMs and they don't get the VM or the IP is not coming through, then they will complain and that's where stability becomes very important. If you don't have a stable cloud, might not even have a cloud, right? It's not worth it, let them go to AWS. So stability has a lot of other factors, right? What products you choose is absolutely crucial and not just the quality of those products. Whether you can operate those products, do you have in-house expertise? Choose the products that you know you can operate. I mean, it sounds pretty trivial, but we have seen people and doing innovations, lot of innovations in one go. You choose three different products, you choose OpenStack, all new, nobody knows how to operate and it kind of becomes very difficult, right? So use the products that you know how to operate, use the products that you can get support from and our pitch is not surprisingly that these are some of the best products that you can choose, whether you want to choose all of them or some of them, for example, NSX does work with KVM. There are some large OpenStack deployments that use NSX with KVM. So whether you choose all of it or some of it, we believe that this is one of the best ways for you to build not just OpenStack, but any kind of cloud in your data center, mainly because these are very, very stable. There is a single point of support from VMware and every company out there now has good amount of expertise or you can hire those expertise pretty cheaply as compared to OpenStack expertise, which you can hire pretty much here, that's it. Outside in the market, we didn't find any. Okay, scale. Building block approach is very important here, right? As I mentioned, you gotta have a building block template and then just rinse and repeat so that you can go and build something similar to like availability zone, east, west, region, east, region, west. But before you go all the way there, you gotta have a building block. And in our case, the building block is essentially vCenter, NSX and the clusters underneath it. You put OpenStack on top of it. We are working so that you can put one OpenStack and use multiple vCenters. It's not there yet, but that's the goal. But you can imagine that once you have this, the key thing to note is the operations remains the same, right? You can have the same operator going into that vCenter inside the availability zone, US, east, and do the manipulations and operations. Then the same guy can actually log in into the west region into the vCenter and do the operations. This is called the uniform operational model and it should not be that the handed server that you have to do is completely different. No, I mean, otherwise it will be very fragmented scale. So uniformity of operations is absolutely essential. And that's why vCenter and NSX managers, they help because they can help you give you visibility into the infrastructure and help you operate it, right? Those are the key things I had. Let me show you one quick demo while, I think we have a couple of minutes. So this demo is essentially an example of what we are doing, some of the operational things that we are doing, so that it will help you. So there was this tool called OS Profiler, which was essentially languishing somewhere in the open source world out there. And OS Profiler is essentially an instrumentation of all the open stack services. NOAA, Newton, Cinder, we have essentially done an instrumentation using this OS Profiler, but this is actually very, very useful. What it does is you can go ahead and you can say, okay, enable sort of profiling if it runs, right? So don't worry about the commands if you don't, if you can't see them. It's essentially what it's doing is going ahead and enabling the profiling. Say, okay, I want to trace what's going on with this API call, right? So it will set the profiler to true and then it will come out and you can run the command, right? So in this case, we'll say, okay, Cinder, some create volume and attach volume. So we'll see what happens behind the scenes, right? And it generates a nice stack trace file here, like this long UUID stuff, and you can convert it into an STML. And this is absolutely gold, by the way. I mean, it looks pretty simple, but we have spent several hours with a lot of our production customers figuring this out. Why is this API slow? Why is no one VM not getting an IP? Where is, is the DB really slow or is the message queue the problem or where is the issue, right?  And this is, by the way, open source tool so you guys can also go use it. It gives you an idea of the breakdown of where the time is getting consumed, where the bottlenecks are things like that. So anytime you have an issue, you can turn this on, you can run some performance and get a complete idea. This is what I meant when I said, like we have a very focused effort on operations because without operations, these things are off private cloud and not going to scale and not going to function. So that's pretty much all I had. We'll open it up for questions. The key thing, essentially, the message is, look, if you want to build open stack cloud on top of vSphere and NSX, VIO, which is available free of cost and will support vSphere standard, which is our lowest vSphere skew. I think it comes at $995 per CPU, something like that. Starting with VIO 2.5, you can use that if you're using NSX, right? And VIO itself is free. So give it a shot and let us know whether you like it or not, okay? With that, any questions? You can come up. Feel free to shout it out or come over to the mic. Shout it out. Yeah, yeah, absolutely. That's what I was mentioning. Multiple vCenters within one control plane is what we are working on. Once we get that, then you can scale more and more. Right now, in some of the earlier customers, we know from their production workload, not our lab test, yes, there we can push even further, but in actual production environments, one vCenter, about 5,000 VMs, 5,000 volumes, so total 10,000 objects inside vCenter is good for out of the box. Pretty good. Any other questions? No container questions? Come on. You guys had your share of containers here? All right. Any operations questions? Any vSphere administrators in the house? People who know vSphere? Good, go. For those who don't know, you can download vSphere as well. Trial license, 60 days free. VIO is free with it. Question? Question. You can not with vIO because we can't support it. Like, you will have to go build your own distribution or get some other distribution. Otherwise, it will just break the support you will call us and we'll be like, Cisco ACI what, we don't know anything about it, right? It's mostly support problem. We don't do testing with it. Not gonna. Otherwise, you can take the code, you can hack it up, change it, but you will have to support it. All right? Thank you. Sounds good. Thanks guys.


ڈ-, ڈ-, ڈ-, ڑ-, ڈ-, ڈ, ڈ- ڈ-, rough Fire దాస్ల్లుగాన నినిరిలి డార్లులు మ౦దరం. థలెరార్రక ఆరందితునింది థిసిని నూది. న్చర్ ఏస్ంత్స్ాస్ట్క్టి. ఻ారిస్గ్డింి. గాక్చిి ఆరి. అప్রట్చిలిత్ర్టడికాండి. మాన్చిక్సంత్టిర్చి. నిక్చినామలాలిలా. స్ండి కినారిలీావాటిందిజిందాసిం ఇారారిందింద౿నిందారూద్ం దిర్నికారి. పీవంనపచిందాట్లీనూ కంది఍గ౩ిందానిందారి. and once again I thank all of you for joining us, for your information the event is also being streamed live on a Youtube channel which has been communicated to large number of hopefully large number of professional and student members of the society. So let me begin with introduction, the youngest first meat- I meat myself, I am the ఢిియార్ల్ల్ల్లిల్లి. భాస్సి చిచోనాస్వ్లులాడి. చోవంచాన అర్లిసి దాల్ కాపెర్పం స్ర్లి ఆంకనివండ్లనైనిఆంద్చి. వ్ర్ర్ర్స్ల్ల్ల ప్విథాన్నోంల్ందాభరంసంగ్ర, ఇలెవర్ందా ఇలోలూల్త్క్కి్తారంత్తారంయార్క్నందా. ఎాసర్పఢికానిక్ందాాని. వా కింటించె వరె తిటింటె రు the nation not only for all employees of Infosys, but set standards of what perfect professionalism is. బోరాన్లాసిత్రిందాన్యోరండ్మ౎టంది.మ్లోంవ్లూవ్యాకుకుయంది. మైర్లాదాతువ్టత్ల్గస్ం. ఆత్టిమాత్డి. ప్ట్ క్ందోలు నీందలి నరేవూట్క్నత్లురీ చుర్దార్ప్ర్పనాక్లె చ్ప్ప్రడిక్ప్ప్రగునందరిసిక్పరైన క్ప్లురిక్పందరరేసిసిందర్ప This is obviously an added boon for me. Hibak is probably the most popular contemporary academic. He has struggled very successfully, academia, industry and the government in a seamless manner. He is a hero and a role model for me. Digitalization is about providing web access and cloud facilities on desktops, laptops, tablets and mobile phones to applications relevant for customers, employees, vendor partners and other stakeholders of a public or a private organization using Internet as the medium while ensuring performance, reliability and of course to connect the users with their applications. Modern applications use cloud computing, AI and machine learning, big data analytics, 5G communication technologies and of course Internet of Things. India will in the next decade build lots of information systems in the government, in the public and the private sector, in military, in academia, in judiciary and the civil society just to name a few. These applications will span education, healthcare, agriculture, infrastructure, science and technology labs and institutions and various other sectors of our economy. This will result in hundreds of thousands of crores of rupees investment. This society has members who are educators, researchers, industry practitioners and students. Our biggest challenge is to use computer systems to make the life of Indians better. This requires us the professionals assembled here to add technical value in designing systems that perform well not just for the next few years but for the next several decades. This grand challenge translates to several challenges for us in the coming decades. They are developing abundant competent talent with a proactive problem solving mindset, producing computer science research to solve problems relevant to our country and making our software services industry even more competitive and finally helping users particularly in the government build information systems that will operate for decades. It does not matter what technology, what application, what business and what societal and governmental objectives that we are concerned with. We will be developing these computer information systems for the challenges remain the same. That is, how do we develop inexpensive, robust, scalable, performant, available, reliable, maintainable, adaptive and safe systems. I have seen in my own life hundreds of projects fail where these ideas that I will talk about were not adhered to strictly. I will be deliberately non-technical and we will focus on the senior decision makers because that is where there is strategic value. The first challenge is for the top management of the user organization to show full commitment and full electivity to the project in terms of financial time and talent resources. It is to take quick and clear decisions unless the top management demonstrates total and full commitment. Project will see delays, cost overruns and disagreements between the user and the systems developer. It will lead to the eventual failure of the project. The second challenge is to build these systems, to handle the load, adapt to new technology and interoperate with these new technologies and systems across nations. Not just in India, many applications will have to work or interface with various nations in some cases for the next 20 to 30 years. This is why our systems must be built to handle scale, have open interfaces and be interoperable. They must be built in a layer panel so that they can be easily ported to new platforms, new languages, new operating systems, new databases, new networking systems, new users and new computing devices as well as new user devices. The third challenge is to define the problem to be solved correctly, fully, unambiguously and to list out all input and process conditions. This problem definition should have flexibility to include future business rules and policies. They must be adaptable to new business processes and new technologies and for handling loads for the next several decades. Investments may take place in the future but the design must allow for such scaling up. Most large software projects fail because of improper requirement definition. The fourth challenge is to create standards and checklists for processes like design, user requirements, user interfaces, error messages, recovery from error situations, data dictionaries, databases normalized to at least the third normal form, coding, user testing, integrated testing and performance testing. Such standards and checklists make a set of ordinary professionals produce highly reliable software systems. The fifth challenge is to put in place systems for enhancing the quality and productivity of software development. This is where well proven processes like ISO 9001C, SEICMM, Level 4 and Level 5 Deming and Malcolm Baldic processes and keyword searchable knowledge management systems become very useful. Every artifact that is likely to be reused has to be stored in these knowledge management systems and people incentivize to use them. The sixth challenge is to create a sound maintenance system and maintenance team that keeps the system up to date as and when regulations, policies and business rules change. This team should keep on that is availability, reliability and maintainability as its three main objectives. The seventh challenge is to put in place a good version control system so that the latest revision is the one that is released for production purposes. The eighth challenge is to create a disaster recovery system and a good hot standby for a real-time information system and a quick restart for a non-real-time system. The ninth challenge is to put in place an online system to constantly update the online health and user fora as and when the processes are updated and rules are changed. The tenth challenge is to put in place a sound standards upgradation system which should get updated as and when standards, user interface, new technologies, new systems and new tools are introduced. The eleventh challenge is to surround the system with an up-to-date cyber security envelope and constantly get the envelope updated automatically, probably every hour if possible. The twelfth and the most important challenge is to be open-minded to benchmark development processes, standards, quality and productivity norms with the world's best, learn from them, share our next practices with them and make this a better world. There are many more good practices that I can speak about in the development and maintenance of large-scale systems from my own experience but I will stop here due to lack of time. Thank you very much. Thank you so much, Moorthy. I finished in 13 minutes. Yes, yes. I was noticing that. What is wonderful. And you covered 12 very very important aspects of building and running large systems. I do hope that this small keynote of yours reaches all the major players and stakeholders in such large systems, particularly what you told about the responsibility of user organizations. It is very critical because I have seen many government departments and public sector organizations actually missing out on the first critical point that you mentioned and because of which a whole lot of things do not fall in place later. Thank you so much for pointing this out. Now, Anand, I would like to begin our brief Tata Ted with one question. Moorthy has listed all these important points but to implement any one or more of these, you require an appropriately skilled individual and appropriately thinking individual and appropriately problem solving mindset containing individual. If we look at the professionals, both those who are currently in the IT industry, plus a large body of students who aspire to join this, what would you say about how to get these present and future professionals into the mindset which will actually take care of each and every one of the 12 important points pertaining of course to their individual sphere of activity. So I think it's a very hard act to follow here. I think Mr. Moorthy has given a list of things that are very important clearly. Incidentally, this year happens to be the 20th year of the agile manifesto as well. So in 2001 is when the agile manifesto was set up and in the last 15 to 20 years of the agile manifesto and how people have been building out on top of that. What I have seen is that different layers of abstractions have created an architecture which is more micro services architecture where people are building different components that are being brought together in very different kinds of ways. And what we have seen is the evolution of first as you would appreciate in the last, when we were writing code in the 90s and 2000s, there was this whole concept of requirements followed by implementation and then there were developers and testers and all of those kinds of things. As part of the agile manifesto people kind of first merge the dev test teams into one, then the dev test maintenance teams got merged in. And if you look at modern systems that are being built by some of the largest companies where they are following some of the new principles around site reliability engineering, you will find that because of better abstractions, because of better teams, because of teams being very capable, you are doing a lot more with fewer and fewer people. And this level of abstraction that has changed has really transformed how software is being built. And I think it's important. And in this context, the understanding of individuals to have a full understanding of the solution and the stack becomes very important. So I think what we have observed in the last 20 to 25 years is that the requirement or expectations from these key developers has actually gone up very significantly. Because now today's modern architectures involve building microservices where you are building small components that are getting pushed into the production environment at very rapid times, meaning several times a day and things like that. So when you are upgrading these systems that well, you really need to have a good understanding of how these things are being built out. So your point about an individual for an individual, the pressure on how to build out has really gone up. Sir, you have been on this other end of this training people and I'm sure you've seen the difference. Yes, I agree with you. But I would like to ask you one critical question here. Training youngsters is relatively easy because they have yet to join a profession and you can definitely train them on what is a current technology or what is the current approach. But there are two problems. One is when they join a job, as Murti clearly pointed out, in order to build systems which can be upgraded, which can be enhanced, people have to constantly adapt to new technologies. I would also like to mention that people who are already in the IT profession, many times are veterans in a particular technology but may not have the right mindset and curiosity to learn new things quickly and adapt them. How do you ensure that the future workers in the IT industry will become more adaptable? As we call, as we say in our students terminology or the terminology for students, we want to enhance the learnability of every student so that the student remains adaptive later. What would you comment on the learnability of the large working IT workforce and how to enhance it? It's a very hard question again and let me say the following. I just read recently that technology and companies grow exponentially while individuals only grow linearly. And that is the biggest problem that we see because individuals are not able to necessarily keep pace with technology shifts that as easily as you would expect them to. And that makes it difficult for everyone else. So I think one of the important things that individuals need to do is to stay abreast and keep current on an ongoing basis because if you miss the bus, you will pretty much lose it and it will be very hard for you to come back. And this is where I think one of the things that we need to do together as institutions and academics and software professionals is the fact that we cannot stop learning ever. We need to be learning all the time. And I think we need to find a way for individuals such as us to go back to college and be part of the same curriculum on an ongoing basis so that we can keep our skills upgraded on an ongoing basis. And I think this is going to become even more important because I'd love to get Mr. Murti's point of view on this topic as well, specifically around the gig economy. And I think that as I look ahead at the future of work, I believe that more and more individuals just like it happens in the film industry, the software industry will also hire professionals for a project rather than for a job for a company. And if you're going to be hired for a short duration where you are expected to deliver immediately and instantaneously and completely, you really need to work hard on your own to keep yourselves abreast. And how does one deal with this challenge of the gig economy, people being available, work getting shrunk in some form of the other AI and automation squeezing jobs, and all of those kinds of things becomes very hard for individuals. So how do you, I'd love to get Mr. Murti's take on this as well. Well, Anand, thanks for that. But I'll first attempt to look at what Deepak spoke about. And I'm very, very happy that he chose a word that is my favorite word. I coined it in 1975. It is learnability. How do I define learnability? Learnability is the ability to extract generic inferences from specific instances and use them in new unstructured situations to solve new problems. Now, learnability comes from education. It doesn't come from training. That is where when we build our education research campus in my soul, we said this has to be an education campus. This cannot be a training campus. So what we taught the agency, as you know, Anand, we take students, we used to take students from all branches of engineering, all kinds of colleges, all of that. There are very few I joined us. Almost nobody you can say. Mostly it was tier two, some tier two, mostly tier three, some tier four, etc. These people did not know basics of anything in computer science. So we started teaching them, training, we started helping them in acquire education. It started with algorithmic thinking, problem solving, fundamentals of operating systems, fundamentals of database systems, fundamentals of networking systems, fundamentals of quality in software systems, fundamentals of productivity in systems. Now, I am deliberately going back to the era when I was doing very comfortable with those. I am not very comfortable with the new things, even though I have been involved in the development of some agile systems recently. But I don't claim myself to be an expert. Now, the beauty of why we did this was our youngsters could go one day they would work on Windows, third second day they would work on Unix, third day they would work on DB2, fourth day they would work on Oracle, etc. We said we are not going to train them in using Oracle and DB2 and this and that. That's a waste of time. We will tell them the fundamentals of each of these things, what is process management, what is task management, what is inter-task communication, what is inter-process communication, etc. We used to teach them, we start trees, because what is the impact of saying, read this record, how many disk accesses will be required, what all the factors that define the number of disk accesses. In other words, our whole approach was engineering approach. It was not a programmer approach. In fact, I claim the first person in India to use the word software engineer and I did it in 1977. Nobody had used the word software engineer at that time because we said we are going to recruit engineers rather than programmers. Anyway, so my belief is if we can help our youngsters to acquire learnability as Deepak pointed out, then you can learn any new technology, you can learn any new paradigm because the most important thing is learnability. The most important thing is education. What is education? Education is learning to learn. That is the challenge. That is what I have been focusing on all my life, at least from 1975. Wonderful, Murti, absolutely wonderful. Let me come back and pose another related point to Anand because Anand started talking about the professionals and their activity. I have one question.  What would you advise the professionals? How should they handle various parts of their career such that they remain extremely productive for building and maintaining such systems on one hand and they also remain true to their own personal aspirations? So, would you like to describe parts of the journey of a professional through this maze and what is your advice to the professionals? Yes, Professor, let me explain a little bit on this topic. This is a topic I have been working on for the last several years. And this came about because I find I meet a lot of people in the middle of their career who find that they are lost and don't know where to go. So, you wonder at 40, 45, you say, okay, I don't know what to do next, and I'm feeling whatever dejected. So, what should you have done early on your career so that when you reach that point, you can be successful and you don't feel that lost. So, having studied a lot of these things, I've come to the following conclusion and I'm going to give you the headlines and we'll do another session necessary to go through the details and on that. So, my recommendation to people is that in your first 10 years of your career, your focus should be on learning and networking. Okay. And the reason that is important in my opinion is not saying that you don't need to learn and network after your first 10 years. But if you don't figure out how to do learning and networking in your first 10 years, you will have great difficulty in learning beyond that. So, in your first 10 years, you should be learning as many things as you can. And one of the things that we have talked about this in the past is the pie architecture for programmers. So, pie architecture basically means the horizontal bar says that you should be broad and depth on the fundamentals like Mr. Murti just mentioned. And you should pick two verticals, one depth on technology and one depth on some domain or some area that you're working on. So, as an individual, you should be learning along this pie where you build horizontal expertise which is broad, not necessarily restricted to software, but fairly broad. So, learn as many things as you can. And then in your second 10 years, it's very important that you become an expert at something. It is no value for someone who says I have 20 years of experience but cannot articulate what that 20 years of experience has done for me. So, if you cannot say after 20 years that I'm an expert at something, then there is something wrong there. So, you should be able to say that after my 20 years of experience, I'm an expert at something. And it should not be just you saying it, the world should say it. And this is where I think the Computer Society of India and all of these things become very relevant. Because how do you get people to, how do you get the community to brand yourselves? So, these kinds of things become very effective ways of sort of creating your personal brand in a non-organizational centric way. So, the second 10 years I recommend to people is to become an expert at something and let the world say it. The third 10 years in my opinion are most critical and very crucial.  So, now you are thinking where do I want to be and what would my corner office be, which would be my end goal of where I want to be. So, you have done whatever you have done at 40, early 40s. You are going to, the CEOs and most companies are hired at their early 50s. If you want to get to a city or whatever, your corner office is going to happen in the early 50s. So, you have 10 years to get to that and now you have to be very realistic about what are the steps that you need to take from what you know, what are your expert at, what are your gaps, what are you missing and how do you get to that corner office very effectively. In my opinion, you have three steps to get to this point from 40 to 50. You cannot take more than three steps to get to the corner office and if your path takes more than three steps, you should readjust your corner office. People are happy when they achieve their dreams. When you have expectations that cannot be met, you are unhappy. So, it is important that you adjust your goals to be realistic and of course you want to strive hard to get to them but having crazy goals that cannot be met and you don't have a path to it, you are never going to get to it. I highly recommend to people that they should write these things down. Now, I am going to come to the last 10 years. In the last 10 years, it is of course important that you need to mentor other people and look at it. And one of the very interesting articles I read recently which has kind of influenced me is by this fellow called Arthur C. Brooks and he talks about how your professional decline may be earlier than you think. So, by the time you are in your early 50s, you should assume that your professional decline has started to come and you better figure out other things that you can do which are more effective so that you can still stay in the game. And there are many such things and there are some nice examples in how he describes it. And by the time you come to your 60 or early 60s, that is when you will be forced to retire but you will still have 20 years of work beyond that because people are going to continue to work. And one thing I want to point out and this is something that I am observing now that I am sort of closer to that age is that unless you set yourselves up to do things beyond 60, after you retire nobody is going to ask you to do anything. So, if you expect that after I retire I am going to do something, sorry that doesn't happen. You have to make yourself ready enough that people will invite you to do something when you retire because if you don't set yourselves up you won't make it. Sorry a long answer but since you asked it and this is a topic that I have been working on for a while, I just couldn't resist being short on this. Thank you. Thank you Anand. Let me ask a final question to both of you which will be actually a question which merges the aspects that you both have elaborated in your description. And that aspect is about mentoring individuals because the systems that Murti describes so passionately which have to be built without any doubt by this nation to become a recognized entity in the world cannot be built unless individuals are not just good problem solvers or good technical people or good engineers are well learnable. But they also need from time to time some hand holding, some mentoring when they are students in an institution it is the primary job of teachers to mentor them and enhance their learning. But when they join a job this mentoring has to happen and let me confess I have seen a whole lot of HR organizations in all over the country. Most of them are most worried about increments, assessment and such thing. Who does mentoring? To my mind mentoring is done by your immediate managers, by their managers. Their behavior, their commitment actually mentors me indirectly. But is there a method of introducing discreetly but importantly this notion of mentoring as an important step for every professional? Well Deepak if it is okay I will take it first. Yes. Yes. You know as you know Infosys was the first company in India to start a leadership institute. Yes, yes. We said that an important responsibility of an institution is to develop successive generation of leaders from time to time. That's how it enhances its longevity. And one of the important aspects of leadership is to provide mentoring. I will come to that. What we did was we selected 45 people below the level of the internal board of directors. Then at the next level there were 135 people and at the third level there were 405 professionals. In other words overall there were 485 leaders selected at the three levels. Now this was a very elaborate process. So we realized that these leaders do need mentoring platform. We also realized that mentoring has to be a voluntary activity. It cannot be a forced down activity. Then it is not mentoring. Correct. Only the mentee should go to the mentor when he or she has a problem. Not the other way round otherwise it becomes a reporting activity. So at Infosys we said that mentoring is a voluntary activity. It is the mentee that chooses the mentor. Now we also put a limit of 6 mentees per mentor at certain levels. Because we estimated that each mentee would require about an hour a month of mentoring activity or mentoring consultation. So we said the leaders can use 6 hours per month. The mentees chose the mentors on a first come first serve basis. The third thing that we did was we said we do not want these mentors to be the immediate bosses of the mentees. Because that already brings certain bias. For example, I report to you and I am not doing that. Then when I go with some problems, you would say, you may not do that but there are some who do that. So we said that we will ensure that the mentor is not the immediate boss. We said in most cases he was not even the skip level boss. And the fourth thing that we said was that the mentee can bring any issue. Technical, personal, official, whatever issue he or she has. And the mentor will use the distilled wisdom of his or her experience to offer suggestions to solve the mentee's problem. Only suggestions because these are not algorithms. Correct. I think what you are saying should be a lesson to a large number of people. Definitely certainly anybody who is running a large organization because I have seen such mentoring happen in our hostels by seniors. Exactly. Who are not the bosses of anyone or something like that. The first year or the second year student naturally goes to a final year student or a master student asking for help on any issue, personal or technical or whatever. And what you are saying is that exactly such a relationship, such a bondage must be built even in the industry. That is a very good point. Anand, would you like to add something concluding because we are exceeding our time. I am going to take the liberty of sharing a few thoughts on this topic which is a topic that is very dear to me as well. And you have been my mentor on this for 30 years now. So I have a slightly different point of view on mentorship in the following sense. I believe that every individual is responsible for their own career. And the organization is not responsible for their career. The organization is only responsible for assisting them to be successful at their career. But the responsibility does not belong to the organization but belongs to the individual. And this is an important thing from my point of view. And this word we have turned around within the company and we found it to be very effective. And we started to say that you are responsible for your career and not the company. The company is only going to enable you to make that happen. So we are going to have many things available to you. But what you do is your responsibility. This is true for everyone across the world. And this is becoming even more important. So this is the first thing. Second thing I want to mention is that I find that mentorship, everyone needs to have mentors. And they need to find their own mentors and their own ways to find mentors. So I find there are four kinds of mentors that I have found in terms of how I look at things in the past. And I am going to use some very divine analogies. So excuse me for that. So the first mentor I find is this Eklavya Adronacharya style mentorship. So the mentor doesn't know that I am his mentee. Like I like following Mr. Murti. I like following Nanda and I follow Bill Gates. So they don't know I am their mentee. But I rubber them and I read what they do. And I have a whole bunch of them that I track. And they are my Dronacharya mentors in that sense. So that's first kind. The second kind I think I find is that if I want to go to a mentor and I need the mentor to tell me something. A mentor needs to have context. Without context they cannot give me advice. So if I just show up and say you know can you give me advice. It's not very effective. So you need to have a small number of people who are your mentors who have different kinds of concepts. Who you talk to on a regular basis. Who have context. So you've been one of my sort of mentors in that category. And if you remember that I've been calling you up on different times traveling with you from your home to the airport and this and that to give you the context. So that you know when I need help I can come to you. So this way I find my kids, my wife. There are a lot of other people. They don't have to be seniors, bosses, whatever else. But you need to cultivate your group of mentors. Just like you have the Bhagwan Panchayat in your house. You have a Ram. You have a Lakshman. You have a Ganpati. You have Shiva. So you need to have a set of mentors who have different capabilities who deliver different value to you. But you have to nurture them. And it is my responsibility to do that. Not someone else's. The company cannot do this for me. I have to do it myself. It is very important to do that. The third kind of mentorships are the ones which are the, you know, I would call them the Narasimha mentors. So you need the Narasimha to come when you need them. You don't want them all the time. So when you have that critical problem, when you have to do a specific job, you need the right person to be available to you. So you need your mentors to have the connections to bring you the right person when you need it. You don't want to, you can't maintain these kinds of relationships with hundreds of people at all the time. So when you need that, you need to have in your network the people who can bring you there. And finally, when you have the Dharma, you need to be able to bring the Krishna to your table. And so we have had that issue and I have come to you and you remember the story where I will write this someday. But it is important to have these mentorships within your network. And I think everyone should nurture their own network of mentors. It is crucial and important that they do this. And I think this needs to be, see, we are all ourselves individuals. We find our own growth. We are responsible for our own life and our growth. And we are responsible for finding our own mentors. And to converse on this, I would say that mentor-mentee relationship cannot be just there. I ask you to mentor me, you mentor me. When I come to you, you should see value in my coming to you as well. If the mentor doesn't provide value in the mentorship relationship, that mentorship relationship is incomplete. So if I am going to you for my mentorship, I need to feel like what am I contributing to your relationship so that you will find this to be useful for me. So this mentor-mentee relationship is not a one-way street at all. It's a grand relationship where we work together and we think together. You solve my problems for sure because that's what you do. When I'm coming to you, I'm not just acker of your time. Thank you so much. We can talk on this another time, but I know I have this great relationship with you and I just couldn't miss this opportunity. So let me, because we have overshot the time, but let me conclude with just this point. I would like to point out, Anand, that what Murti said and what you said are not mutually exclusive things. He was describing the need to build a mentor-mentee setup within an organization. What you are talking about is the need for such mentorship at different times in life spanning your entire career from entry to exit kind of thing, long-term relationship. I think both are extremely important and crucial. Unfortunately, we don't have time to further discuss and debate on this, but I will leave it to the stalwarts of the Computer Society of India to consider the following. We will summarize. I will personally summarize the entire discussion that has happened here, extremely critical point mentioned by Murti on the need to create, build and operate maintainable, sustainable and adaptable system for future, very critical for the nation. And on the other hand, the people who are going to build such systems for us, how to improve their learnability, how to handle them, how to educate them, not just train them. These are extremely important concepts. I believe that Computer Society of India has a possibility of contributing a very, very important, what should I say, inputs to the whole process, starting from student to the professionals. With that, I would like to once again personally thank Mr. Murti and Dr. Hanan Deshpande for sparing their time. At the shortest possible notice, I mean, I don't know how grateful I am Murti for agreeing to come at the shortest possible notice. And Hanan, thank you so much. I must thank all the viewers who have connected online and of course, thousands of others who are hopefully watching this event live. And we will make the recording available, the link available, YouTube link available for even subsequent. Thank you so much. And let us make this society to contribute to such building up of professionals and systems in coming years and decades. Thank you and goodbye. Thank you, sir. Thank you. And thanks Hanan. Thank you, sir. Sir, do you mind off now? Is it okay? Yes, yes, please. Sushant, you can stop the live feed. Yes, sir. I can see a lot of friends who have connected live. I hope they are benefited.


X called me lay explains and he just showed videos I mean explaining different economic principles and this one for example is about free trade and he just talks about how free trade is good how import tariffs weaken the economy and make you poor on a bad on a bad economically and he does it easily fluidly without hesitation and just simple economic reality and you know you can tell he's he's he's he's trained he's an economics professional and he knows his stuff


Welcome folks. This is Tom O'Brien of TFNN. We have five days a week. We go seven hours a day. We go 24 hours a day on the internet at TFNN.com. Always remember folks, whatever you think about, you bring about whatever you focus on grows. Great day, safe day. The TGIF folks, let's make it a great one. Serve the one you love.  And every kiss and every touch you feel you're there to please the one you love without expecting anything back. Knock it wise. Let's take a look at it out here. We have the Dow Industries up 126, NASDAQ up 59, S&P's up 17.5. Gold. Gold contract down $29.90 straight into 2016 an ounce. We have Silver Off 73 cents, $23.32 an ounce, Light Sweet Crude up a buck 93. $71.26 a barrel, notes and bonds. A 10-year note. Down 27 ticks, trading 110, 30 year off a full point plus five ticks at $1903 and $464 ticks at $104005. You can see that there's divergence right there. You got the dollar going up, but yet the market wants to finish this ABC structure up. Euro 107, yen at 144, British pound at 125 to one U.S. dollar. We can over and take a look at the S&P's first folks. Bottom line is that the one-to-one ABC structure is 462. We're going to get it. I suspect we're going for all-time highs actually. So the real question is, is the affiliate gap first or do you go at all-time highs first? Anyway, we've hit 460, 47. 462 is the number. You have decent volume today, but price-wise you're taking everything out here, man. You're taking out the last five days. We had the high volume about a week and a half ago. You're taking that baby out. You're going into the other swing point from four months ago. We've just taken that out. We put this on a weekly for a second far, so you can see how it's set up. You're breezing right by, man. This is a big move, man, because the bottom line is once you're breezed by this, we only did, let's see, I think we did four. Why isn't this come up on this side? Yeah, I do it a different way. That's on a weekly. Okay, so if I put this back on a weekly, I need that. Put it on a weekly. Okay, now you get this. Yeah, so on the last get-go, let's see what we did here. Yeah, you can still do a monster ABC structure up here. So this is going to get interesting here, and I'll watch this. I think I already did this. This is, okay, so I have this on a weekly. What is that? Two, 35. Oh, this is pretty intense. I just put this on a weekly. I just got to get close to this for a second. Three, 352. Yeah, you, we very well, okay, can have a monster ABC up here. We're taking out a B point, and you did a 0.68 of, I'm going back three months now, man. We'll get that, we'll get that wrapped up. I'll take a look at that. But that's what that looks like. We go to the NDX 100, we take a look at the NDX, bottom line, same type of setup. You know, you're coming up 37 million shares. The last high only had 38 million shares. You know, so I'd like to see a little bit more. We had good volume yesterday, but inside the NDX, so that can do about 15 million, so we'll be able to do 50 million. Gold, gold contract, you know, we haven't got a rejection of lower price. You've done 221,000 contracts. Now you going into where we've gone from one contract to another, but the bottom line is that what is opened, let's just see what we did here first. I think we're probably, we're more than a 50, yeah, because of that spike. So you're more than a 0.618 retracement on the way down, so that can go to the bottom of the range. If we go to the GLD, which is going to give you the volume characteristic also, this is where, you know, you are, you know, coming into, let's see what we did here. It's not going to be an ABC down because you don't have enough volume. This still can get to the bottom of the range, though. There's no doubt about it, because now you are inside the range, meaning that, you know, we broke out of that range. Let me do it this way. Now let's go to the GDX. Take a look at the GDX. Okay, so this is, yeah, see, that's the breakout area, and you're below it. Now, you can see, you're below it with a lot of light of volume, which is great. Okay, you know, we're talking about 20 million versus 41 million.  You know, so now the question is, is that there's a couple places that you can get, you can start pretty good. The one of the bigger ones is down at what we're 2966, that's 2667. That's what it looks like. Is that right? No, no, it's not that low. Sorry. This is like, I need magnifying glasses or something. It's about, it's about another 60 cents lower. That's what it comes down to. Notes and bonds, they still want price. Take a look at the note and bond market, what you have out here. What we did is that you're coming back with 1.9 million, but guess what? You're coming into 2.4, 2.5 million. You've already rejected the 110 area, now we're at 11010. And here's the divergence. The divergence out here today, no doubt, is that you do have the dollar trade in higher. That being said though, actually, when you take a look at this dollar, what you're going to see is that the dollar, now, number one, it hasn't done a .382. It's dismissed it, actually. And that's pretty wild. We got over the last two trading days highs, and now you're underneath it, but you're coming into that monster down draft bar. And that's not you and me selling. That's institution selling. And they decided to sell before that .382. And, you know, so there's a seller that's laying right there. The real question's going to be, you know, can it even make a .382? The divergence today that I'm seeing out there is that the S&Ps are stronger than the dollar. And so it's pretty amazing that we actually have a market that still wants to go that one-way route, particularly after that number come out the smaller because you saw the S&P futures go down, shook it off, comes all the way back up. Stay right there, folks. Come right back.


Global context encoders, GCEs, are used to extract the contextual information from aerial images, which can help to reduce the impact of adversarial examples on semantic segmentation models. Additionally, global coordinate attention mechanisms, CAMS, are introduced to further enhance the global feature representations by suppressing adversarial noise. Furthermore, a universal adversarial training strategy, UATS, is proposed to improve the robustness of the semantic segmentation model against adversarial example attacks. The results show that GFA net outperforms existing state-of-the-art semantic segmentation models in terms of accuracy and robustness against adversarial examples. This article was authored by Zhen Wang, Bu Hong Wang, Yao Huilu, and others.


Hey everybody, we're joined here now by Brian Dunning from Skeptoid.com. From Skeptoid.com. Very cool. How you doing, Brian? I'm doing great. How are you? Good.  Oh, let's see. TAM 5 was my first, then 5.5, 6, 7, 8, Australia, 9, 10. So, you do the math. Comes out to like 6 and a half, I think. 6 and a half TAMs, I think so, yeah. Very good. Okay, nice.  Little table, we got the new shirts. Yes, all the fancy merchandise. How many books do you have now? There are four Skeptoid books. The fifth book is The Secret of the Gypsy Queen. The kid's book, based on the musical episode 300. And the fifth Skeptoid book is pretty much done. It just hasn't been all edited and printed up yet. But they're coming out faster than I can keep up with them. We'll be looking out for that one. So, what do you enjoy most about TAM? Most, I think what I enjoy most about what I do is the learning. The research is just fascinating stuff. I always learn things that I never knew about that are genuinely fascinating historical research. Twists and turns to stories that you thought you knew that it didn't. And when you come here to TAM, everyone's interested in those. And I get to share the best of what I've learned. That's what I like best about TAM. Very good. And you're looking forward to anything specific this year or just getting to meet everybody and hanging out? I'm definitely looking forward to giving my talk on Sunday. That's clearly the highlight of the weekend. I really have to check the schedule before I start interviewing people. I forgot that you were on the schedule. Anyway, Brian, thank you for joining us. Have a great time. Indeed. Thank you.