t do you bring to the table I work for communities all the time I would love to help out in this space you know concerns of obstacles what are you up against nobody seems to care about communities anymore and some of the segments of corporate marketing what am I worried about I'm worried that red hats not going to be seen as an open source company I'm worried that they're not going to be seen as a place that's safe for open source communities to thrive and flourish right so when you ask those kinds of questions related to your project you start realizing what people's priorities are and then it comes a lot easier to map things out so when people talk about personalities like one thing that I'm really proud of at red hat is my reputation to deal with difficult people that's like they always say that they're like Jen you can deal with like people who are really difficult or really challenging you know how do you do that the way that I do it is I ask each of my stakeholders you know what are we working towards and how can I help you get there and how can you help me get there and because we can come to sort of consensus what we're working towards I can get a lot of stuff done even with people I mean not personally like them and I think you know I don't think I'd be friends with them outside of work doesn't matter because we're working towards something singular and purpose right so one thing that's also really really interesting so you know we talked about the importance of psychological safety you know in 18 setting as you know we also have to figure out a way to evaluate people and whether or not they're able to do these and so this is targeted towards managers but I think individual contributors can benefit from this too right like I'm thinking because you're here at the POMCZ you're already part of the community right and so everyone has a role to play and so one of the things that I thought was pretty useful was this rubric that was done by someone named Chelsea Troy and they've been doing work around DEI for a long time in the tech space like this is actually several years old but I think a lot of it is still really really relevant to today so there are certain criteria that Chelsea says that we should be talking about one is moderation and moderation is basically referring back to what I was on this on the last slide about allowing space for people right you know and you know like is everyone's voice being heard so that carcass back to those definitions we talked about with diversity equity inclusion and injustice earlier right you know do people have their fair share of time and then if people disagree do they allow the space to talk about the disagreement right like we always talk about how good we argue at Red Hat I don't know that that's always true but I think you know this moderation piece framed by these questions I think is helpful related to moderating conversation or discussion is soliciting opinions right are we making sure that people are in a state of inquiry around things right and you know we have all been in meetings where people are the self-proclaimed expert about something and they're talking and you're like I don't think they know what they're talking about but you don't say anything really a manager to create a space where everybody's heard right and also people process very differently one of the things that I always ask people to do if we're in a group conversation and people don't speak up they don't necessarily have to say something in the meeting I think it's very very important to give people permission different ways to provide feedback because sometimes people need to sit with what they've heard and maybe they're better at writing it out or maybe they want to do a one-on-one would you you know afterwards once they've had that time to process and so part of this we can't continue to value just the people that speak up at meetings like that's really celebrated in a lot of spaces but it doesn't necessarily mean that we're getting the best information what it does is it shuts down avenues to make an informed decision and so I want to encourage people to really think about that like I love having a real-time conversation with people but that doesn't necessarily bring other people's best selves out and so I think we have to be really really mindful about that attribution so earlier I said people really care about their contributions mattering but also they want to be recognized for their contributions like I can't tell you like how upsetting it is for someone to work really hard on something they share it and then they get no credit like at a team meeting for the work that they've been doing you know I mean that's a demoralizing feeling to feel like you're working really really hard at something and then there's no attribution or recognition of the skills and talents you bring to the team right and so you need to be careful of people that won't attribute right and they need to be called out so if someone says hey yeah you know miss was working on this project you know he did really great work but then Carol is not recognized and Russia can raise her hands and you know what we actually need to mention Carol too because Carol did significant work in this space and so that's what I mean like managers have to provide the space but individual contributors can speak up about it and if you don't want to do it in real-time in a conversation you can always send an email because that way it's documented right I like I like email trails all right so most advanced assumption again this is like related to the people that want to be the self-proclaimed knowledge experts right I mean one of the things that I think is important about open source and about community you know we always talk about the best idea winning well how can the best idea win if you don't hear all the ideas you know and so we have to be cautious about and I'm guilty of this too because I've been working in this space for several years is that we can't be trapped by the expectation because I've done this a long time I have all the answers like I call myself out all the time on this there are things that we cannot see in our space you know it's kind of like driving a car you can see straight ahead that you can't necessarily see what's behind you you might be able to see it in the rear view mirror but you don't have the complete 360 view right and so it's important to hear from like our interns it's important to hear from our junior engineers because their problem sets are probably very different from what you see as a manager because you don't have to deal with it on a daily basis you have to be really familiar with the pain points of what people are experiencing and that is a way to practice inclusion you know so so hopefully you're seeing that I think that we can apply this in any situation so again this is kind of a continuation what I've been talking about capitalizing alternative perspectives you know so this is really about driving consensus right so this is bargaining back to the stuff that I was talking about with teens psychological safety right is that we have to be careful about rigidity sometimes people are right however we still have to give space to alternative opinions because you know what it may be that be that you're right but you know what your arguments even stronger or more relevant because someone else has contributed a piece of information that you're missing and now the information that you are providing is even more complete right so I also just want to talk about structure like I I've studied systems and structure so I've talked about managers I've talked about individual contributors I've talked about teens but I will say that the reality is that if you don't have an organization that has formal structural processes around this you know they don't set it as a value system that you know it's really really hard to keep it going so I do believe in the power of individual you know as one of the co-founders of the Asian Network there were five of us and we were able to implement a lot of things you know we've created some really great things but it's so reliant on us as individuals so like one of our leadership team just sigh who's a chairman's award winner was part of the layoffs and he was such an instrumental part of creating committees and we have no way to really account for his absence anymore right so the power of individual is awesome but the leadership matters like you have to have an organization that is willing to create structural change and you know what it's gonna make people mad because you know people do not like change I don't like change I mean you recognize that things have to change and that I have to change my habits but you have to have leadership that's that says this is important and the way that I would explain it is that people pass laws for a reason right so we like pass laws and you have to have a driver's license to drive you know you have to basically you know not harm anybody like you can't go on the tram and like punch somebody for you know random reason like and if you do there are consequences associated with that right so you have to have a structure related to process and also consequence and if you don't have that organizationally unfortunately the individual efforts that are created are very very limited what happens is that people have very inconsistent experiences across the organization and then like I said if you have someone that leaves you know you may not see that lasting change you know I still want to say that those ad hoc things really matter like it matters to individuals greatly but if like the entire Asian Network leadership decided to like leave I don't know that you know that any of the work that we have done would actually stay around so I want to talk a little bit about contact there and I know that I'm running out of time but I think this is really really important so contact through is related to race relations it was again another Harvard professor that talked about this and this is a really interesting article I'll make my slides really available but this there was a article this was a journalist who discovered that he was biracial he thought he was just a black American he ended up realizing that his mother was white and so he had to learn about his white family and his white family had to learn about him and there was a lot of discomfort because you know when his mother got involved with his father there was a lot of opposition and nobody ever talked about it and then she was hospitalized with psychiatric issues because she had schizophrenia and so he never met her until he was much older and his father said you know what you have a white mother and he talks about the pain of like interacting with his white family the first time and he's like why didn't you come to find me and nobody wanted to answer that question because it made them look bad you know I don't want to interact with him because you're a different race from me but one of the things that he found out was that both he and his white family had a greater purpose and that was we want to build a relationship together we want to come together for a larger purpose which is to get to know each other and create a real family together and that actually is the embodiment of contact theory so as a reminder diversity does not ensure equity or inclusion by itself but if you can work towards a common goal that's larger than you as an individual it's very very very powerful and not just in a business context but also any personal context so again you know I want to come back to diversity equity inclusion and justice and remind you to be asking questions and I'm not going to go through this part of it in detail but I want to talk a little about the Asian Network and why it's important why it's important to have DEI communities at least for me personally we don't have structures in place right now around DEI and so it's important to create safe spaces for people and one of the things that I think has been most gratifying about the work that I do when I volunteer basis is people telling me I now have a space to talk about things that I worry about maybe my manager doesn't care about it but I now have a space where I can talk about those things and so one of the things that I would encourage people who are in this room is where your safe spaces you know where the places where you can have people bring everything to the table you know bring their best selves and maybe their worst selves but they know that we can be encouraging to let people know that they're in a safe place where they can learn to be better so we have three minutes left I'm going to stop here and just see if anyone has any questions. So basically someone was asking as a senior most person on a team how do they make interns feel comfortable with speaking up because they may not share what's on their minds because they're afraid right that's really really common I think all of us have that fear and one of the things that I think is important is that you ask like I said open-ended questions right so you you know you ask hey you know what have you been working on you know you know what do you think went well is there anything that's preventing you from doing the things that you want to do you know is it because you're you know you're missing a resource is it because you know you're not getting what you need from another team member and so it's asking the open-ended questions that's really really key and I will tell you that sometimes people don't want to do the open-ended questions because it leads to complexity like it's so much easier to say hey everything's okay right yes or no and then oh no oh well you know you'll just have to to deal with it so part of it is like also encouraging them to help them find solutions so if they say I have an issue with a team member or I'm not getting what I need to be able to fix you know create the solution ask them well what do you think you need you know what is it that you you think needs to be provided instead of going right into solution making yourself as a senior leader ask them what they think it is because they're the ones that are you know working on it on a very direct basis and so I would say the process of open-ended questions is really really key that takes practice on the part of managers as well but I mean I would just say that remember what it was like when you were an individual contributor you know remember like how you know intimidating it could be a particularly if you're very very junior and so one of the things that I think is very important when we talk with team members who are more junior who are still gaining experience is that we provide an atmosphere of mentorship that we really care about you developing your skills and you know we want you to help us find what works for you right so again open source ethos collaboration transparency like I just feel like all this work has a lot of the value system associated with the source are there any other questions yeah yeah that is such a great question right because it also talks about what the nature allyship is allyship is right and you know the thing is is that Asian Network we officially have a North American chapter but really ideal of associates globally you know like I'm dealing I'm working with people with an APAC Amia and Latam which we weren't expecting because all of us who are in the leadership team and actually I'm gonna show my leadership team because they are amazing people we represent all parts of the Asian diaspora so I represent Southeast Asia others represent East Asia and then we have to actually represent South Asia but you know the fact that you're asking that question is actually really really important because I think one of the things that people don't like when allies come in is they're like we're gonna fix this for you and again it's actually related to the question I just answered with like the junior engineers is you have to ask them what do you think is needed and what role can I play in that you know and part of it maybe you just need to go ahead and like read up on something you know like I have a familiarity with all sorts of things globally just because I travel so much is something that maybe some of the United States wouldn't pay attention to I would have a deep familiarity with because I've gone to the region or I have colleagues or friends that live in that area and so one of the things that we just have as a priority in the community is again providing that safe space for everyone to have a conversation and I think it's always very important for people to come from a place of curiosity for me when I deal with folks who are unfamiliar with the experiences of being like an Asian associate and a place where there's hostility or if I'm fearing for my physical safety you know one of the things that I think is really really important is to remember you know just because you're not experiencing it doesn't mean it's not real right and so we have to hold space for experiences that we may never experience so my husband is a white man from Knoxville Tennessee and he's like I've never thought about these things like when I see you I don't think about that stuff I just think about you're the person I love and that's it but we have to acknowledge that we're shaped by all those are shaped by our experiences right and we've had very hard conversations you know but I don't put it in the context of right or wrong I put it in the context of there's a lot for us to learn about what is it that I can learn you know and what can I teach but first I think the learning part is very very important particularly if you're entering as an ally you're entering spaces that are meant to be safe spaces for others and it's very very important to respect that as an ally you know and allyship is a very very key to the work that we do in the DEI space because usually allies are in a position of greater privilege than people in DEI communities like it's meaningful for my husband who works at finance at Red Hat to talk about it with his own team they're like why are you talking about this and he's like because it's important you know and so when we're managers and we have privilege use it use it in a way to basically encourage a way of being and a way of interacting so it's so that sometimes it's very small steps it's very very you know I don't want to say easy but it can be a very small step all right I know I'm way over if you want to talk to me afterwards I'm glad to have a conversation with you but keep in touch thank you okay hello everybody I hope this works I'm I often get really nervous when I hold these things it makes me feel like a rock star that's for sure but let's see how that works okay hello once again I'm Mark engineer manager at STRV and I'm very thankful for you here because I'm gonna talk about code as culture which is the topic that touches organization structure team structure and stuff like that and I always tend to get very excited when I get to get a chance to talk about these things I often talk too much so we are gonna be victims of it today let's see how that works out so why I'm gonna discuss it why am I gonna talk about code as culture why am I gonna even talk about organization structures when we tend to get the standardized ones right so in my opinion code is often viewed as sort of an artifact sort of split separated and divorced from social and cultural context and that is a real shame I think that the code somehow reflects the organization structure and personalities of engineers who created so engineers in my opinion are like artists the technologies that they use these are their color palettes and the code is sort of their brush and I believe that you know every artist sort of reflects himself in his painting and I think that it's the same for engineers so what can we do for them to make their reflections a little bit easier right let's start from scratch let's start with an org chart I'm pretty sure you're familiar with this it's a pretty standard org chart at the top there is a let's see one if the point works cool at the top there's CEO CTOs then there are some head of departments and later some engineering managers and their teams pretty standard structure I'm asking what is the org chart for so you can say that it's a single view of the teams in the organization and the people it's sort of a hierarchical structure right for the purpose of reporting and it facilitates compliance cool but if I look at the org chart can I really at least know what the company is doing can I know what the company is working on what the engineers do hardly at least not this kind of org chart so what is it really for well to submit vacation requests that's all it is good for at this point fair I assume so I have three issues mainly with the org chart people communicate horizontally issue number one you know if we have the back-end engineers structured vertically what is it for well the product that they create is not just back-end it's back-end plus front-end plus mobile plus QA people communicate horizontally the products are horizontal why do we have vertical structures issue number two people don't restrict their communication to those lines in the org chart they just communicate with whoever whoever whoever whoever whatever they want with and they always choose the line or the path of least effort and the issue number three it doesn't represent the actual work that gets done Matthew Skelton the author of team topologies by the way great book wrote that organizations that rely too heavily on org charts often fail to create the necessary conditions to embrace innovation well how do we then create the conditions to embrace innovation how do we support these artists in the team well number one think team first the principles of team first thinking just very briefly because this is a complex topic firstly the team is a smallest delivery unit in your organization not an individual the team and as such your organization should always assign work to the teams not individuals then focus on team dynamics instead of focusing on individual engineers in your team build psychological safety environment trust and optimize the performance of the team you see there has been a long-running research made by Google called project Aristotle and they actually found that neither skill not a specific personality matters to the performance of the team what matters effectively are factors factors such as friendship curiously enough and the common denominator of success in those teams was equality in distribution of conversational third thinking meaning how much do I get to say in the team how much other people respect me those were the performance factors not how much I know or how much this guy knows also respect the size of the team and there are some limits we're gonna get we're gonna get to them and respect the limits of individual mental capacity known as the cognitive load so the team size how do we respect the team size what does it even mean well the limits are derived from evolutionary biology there is a limit called Dunbar's number and Mr. Dunbar he described multiple limits based on the level of relationship and trust that you can build with people according to this theory one person can trust at most 15 people deeply and of those 15 people we can only have deep interpersonal personal relationship and trust with five of them so there is this magic number seven to nine people that is considered to be the good standard of a size of the team and if you talk to managers they intuitively get it you know they tell you I think that 10 people is optimal for me some tell you 15 is okay some extremists tell you I can I can manage 20 that's fine but intuitively they oscillate around those 10 people fun fact Amazon is known to limit the size of its team to the size that can be fed by two pizzas also good metrics fine by me so is there everything there is to it just think team first and we're gonna design a great organization structure well let's see so this is the structure that I presented earlier on the org chart there is back and front and DevOps and QA in this organization and we split it into three units simple enough those units can be anything from individuals to teams those units work on product A B and C a five units B four units C also four units there's also times on separation where those units below the line are in US East one those are remote and these eight units up there are in EU Central one so it's organization design really that simple we just you know we just followed the team first thinking the units are small enough and they have separate products to work on sort of so is it really that simple well let's see I mentioned that people follow communication patterns we're all humans so what happens if we specifically trace those communication paths well for EU Central one if we just connect the people that have to talk to each other because they are on the same project just because they are on the same project you can look like this and we can already see that this poor guy is sort of starting to hit it so this poor guy as well and that's just one time zone let's add the second one and it kind of gets creepy because those people are starting to swamp this back and guy and this DevOps guy really doesn't know where his head is but the thing is that we follow the path of the least effort so what probably happens is that those communication paths in real life simply doesn't happen because what those engineers those remotes in US East one can do instead is that they will talk to the DevOps and QA in their time zone notice these are not even in their projects they they don't work on the same product but why wouldn't I talk to this person he's even more even he's allocated only on 50% he's got the time right what this poor guy can do on the right down there similarly in the EU in the EU time zone I can talk to these people they don't have anything to do so new communication paths are created and also since the teams are structured vertically these people that don't work on the same project either but both are foreign engineers in the same team they started to talk to each other again and these communication parents have sort of unexpected consequences let's talk about what consequences okay I see people nodding and laughing so who here heard of Conway's law cool 20% of people very good so Conway's law states exactly this organizations are constrained constrained to produce systems which are copies of the communication structure of those organizations in other words the communication structure gets cemented in the way these people develop the products it was outlined in 1968 a lot has happened since then since then containers microservices all of it and it still matters because a product's architecture according to this law tends to mirror the structure of the organization and if we want our organization to explore or adopt certain engineering patterns we have to reshape the organization to remove those obstructions simple example now this is a little bit better right there are two horizontal teams team A team B there's full stack developer two full stack developers in each of them and there is a database administrator that works on those two teams and operations engineers as operation engineers as well according to the Conway's law what do you think would happen well there will be probably one repository containing backend and frontend there would be shared database because why not why wouldn't I just make my effort easier and create a shared database for those two products if I'm working on two of them on both of them and there will be shared infrastructure that's the path of least effort do we want this kind of architecture maybe but likely not now here it gets even tricker and what could happen here this was a little bit tricky but something like this can happen so there will be shared or loosely sorry tightly coupled product A at product B on the backend side on the frontend side probably there will also share infra but in this I should point here right why didn't you tell me correct bay B A and B a coupled tightly on the back end on the frontend they will share CICD some automation with both of these products and there will be even shared infrastructure and down here the situation would be similar and if you remember there were engineers that were unallocated to their project now imagine what would happen if those engineers were allocated to a product D it would get exponentially more complicated just because of the way we structure the teams so if we think of software architecture as a standalone concept that can be designed in isolation well we're fundamentally wrong so what can we do with it now let's try code first thinking we can combine the principles of think first a team first thinking with the approach to software architecture itself we can design teams that are specialized according to their responsibilities in the SDL cycle and the way they collaborate with others and we can also define these teams as aligned with the Conway's law to match the desired product architecture they are supposed to produce in a code first thinking we also respect the team size just like we mentioned before but now the team size should be established together with the size of the product in other words that since the team should take full ownership of the product the full product should also be sized accordingly fun fact there are squads maybe some of you heard about the Spotify model from 2012 so in their model of organization structure they have squads as a basic development unit and these are of size of six people and squads by definition from the perspective of Spotify is a mini startup so the product scope matches the size of six people that's how big their products or small their products are so what kind of team types should we introduce here we already know that back end department front end department that is pretty standard not good so what kind of team types well topologically we can have full ownership of the product well topologically we can have four fundamental team types and we call them streamline type enabling subsystem or complicated subsystem team and platform team let's take a closer look so this is how they should interact and you will soon see why so the streamline type that's the primary type in our organization we have multiple of these there are disjoint coexist in parallel consists of journalists and specialists and these are the teams that focus on a single business domain in code first thinking this business domain could for example be owning a single product or a set of features these teams define a single API these themes aim to produce a steady flow of delivery and they deliver end to end through software from software design through quality and user experience the enabling teams are purely specialists in a given technical or product domain and what's curious about these these teams they should aim for their own extinction the key to successful enabling team is for them to not be needed anymore so they are called to action when needed they enable teams goals by enabling certain functionality and they always support the streamline team in fact the whole purpose of this structure is to have the streamline team in the center and all of the teams just making their lives easier just reducing the cognitive load of this team most importantly there shouldn't be any permanent dependency on the enabling team in code first thinking again what you can imagine the code the enabling team to do well for example set up a skeleton for a deployment or an API service or just provide a guide about best practices or integrate once with a third-party service they just pass over the knowledge how to do that to the team and are done with it the subsystem team is sort of similar but this one is persistent it consists also of specialists in a particular subsystem but these are also responsible for maintaining it as opposed to the enabling team examples video processing codec mathematical models reporting systems real-time trade reconciliation algorithm those are very very special domains and require high level of expertise the streamline teams could do that but it will require a lot of effort and a lot of time instead it is offloaded to the subsystem team and the last one platform teams these are very similar again but this time to the streamline teams but their whole purpose is to support the streamline team by providing sort of a self-service API for the platform so in this case they even though the streamline team has the full ownership of building running and fixing the application the platform the infrastructure that they are building it on this is the responsibility of the of the platform team and their focus should always be uh reusability and reliability this can be for example platform as a service for the streamline team delivering networking capabilities providing a maintenance and maintaining certificates as easy as possible for the streamline team those platform teams are complicated and uh there is uh it's called fractal topology where the platform teams themselves can be sort of split into streamlined and subsystem and platform teams all over again so this is it and an example of tasks that are assigned to those teams again teams not individuals platform team can maintain public infrastructure and provide an infrastructure as a code deployment template the streamline team implements the business logic of the application um the enabling team once setups a skeleton for the deployment and the complicated subsystem team designs and maintains a real-time reporting system those are examples of of the tasks okay now back to the org chart this is a little bit of a different one but similar uh made it a little bit easier for you so we have back and front and qa data science devops this is the do and android and ios um the product is we should create a complex back and api that consists of user administration three time three real-time recommendation engines content management system and payment system we should have a distributed persistent storage there will be ai models for the recommendation system uh for the recommendation engine uh some etl pipeline um web-based admin and mobile android and ios applications there is estimated headcount of 25 engineers split into eight back end guys two devops uh two data science two devops four front end engineers uh two plus two mobiles that is uh two is two android and five qa this is the estimated headcount the task distribution uh so back end create api data science implement the predictive model front end obvious android uh ios obvious devops uh these poor guys have really a lot to do because they have to create the storage for the back end services infrastructure blah blah blah a lot to do and don't even get me started on the qa so what do you think the issues are well the devops engineers are like this is this fine i can do that and the resulting architecture what do you think the architectural components will look like given the organization structure that i just presented so likely there will be a shared infrastructure because the devops guys are just you know we just need to make it happen somehow and that's it share database because the back end engineers are in a single team it is likely that the one single team will create share database and a monolithic api here conways long remember there will be data science pipeline uh because uh there are just two data science engineers that's not much for the whole project so i would assume they will have a lot to do as well especially given that they have to create the predictive algorithms and three recommendation systems to feed into into into this back end service and uh likely uh the devops guys won't really assist much uh won't really be much of an assistance to to the data science guys so probably just one data science pipeline here since mobile department is also not split into 100 and ios perhaps we can also but this is a pure speculation uh there could also be cross-platform mobile application so if this was your desired architecture fine okay but what if it was supposed to look like this instead meaning separate infrastructures single purpose database specialized microservices gateway three recommendations models built on three different pipelines data store that is separated for uh the data sense input and and to separate mobile applications what if i told you that this is what it should look like well perhaps um we based on these expectations these expectations can design the teams to produce this desired architecture and we do that by calling an uno reverse and apply what's called a reverse conways maneuver i know it sounds like a masterful military strategy um of moving some worship 180 degrees per second luckily it's not that complicated because all it says is instead of thinking teams first and architecture second think architecture first and teams second if that reminds you of code first thinking that i presented good because that's exactly that so step one identify the stream aligned teams these are the products that we have to build literally real-time recommendations payments cms user administration android app ios app web app stream aligned teams the business domains identify the complicated subsystem team the predictive modeling definitely and it will be connected to the real-time recommendations because they have to work in close collaboration but it is a part of a complicated subsystem team now identify the enabling team well devops we have to somehow uh make lives for the devops team easier and we can do that by turning them into an enabling team whose purpose is basically to just hand over the knowledge that they have and we can do that uh we can let them hand over the knowledge to the back and centric team because they have very close relationship to devops already so why not turn the team into enabling team but notice we only have five queries available not good for a team of size of 20 minus the qa well what we can do here is we can turn some of the members of the qa into enabling team as well because what we need is the qas to be permanent members of android ios and web where they have to provide day-to-day basis feedback by testing their applications but not necessarily to the back and centric part because there we can just hand over the knowledge of setting up the automation testing the cincd why not we can hand it over to the back end and be done with it and focus the rest of the efforts to the data science let's say or to the mobile applications and lastly the platform team uh in this case this is tricky uh but it's probably going to be identically identical with the devops enabling team or it can also be the data science engineers building the data pipelines so i'm just going to put it here knowing that i'm not really sure what the platform team would be here but probably would have a significant overlap with with the enabling team okay so what to do with the org chart now let's not do anything with it it's still reasonable to keep it at this point for the compliance purposes aka the vacations requests and reporting and continuing this further would require uh transformational change so it falls into this into the scope of change management um yeah you don't want to get me started on that uh that that's a difficult topic but since we already have this uh we can at least with high level of anticipation expect that we will be much closer to the architecture itself and then it's up to the competence of the management to see whether they can actually support this kind of architecture or not um organizational architecture um and whether they need transformational change aka change management to completely restructure the organization but this is the first step so recap um code let's not just look at the code as a technical artifact uh because it does reflect organizational structure let's just don't rely on the org charts instead leave the distribution and control of work to the teams and think in teams first manner uh form a good team by establishing psychological safety and focus here on encouraging a culture of dependability and mutual respect optimize for the team size optimize for the cognitive load respect gone way slow because it tells us how organizations produce code and when designing organization structure just think team first and code first in a code first organizational design teams define a team as api that's the topic that i didn't touch by it's a contract for communication those teams are split according to their to the teams api that provide um they are called stream aligned enabling subsystem and platform the stream aligned focus completely on the business logic enabling uh they aim for extinction complicated subsystem team of specialized experts platform team they should always aim to maximize collaboration and you can design those teams by going backwards by applying the reverse reverse conways maneuver and proceeding from the desired software architecture to the organization structure and just know that like code norgas infrastructure is perfect just make sure that it doesn't get in the way of the culture you want to build with that thank you so much i hope that this at least gives at least gives you the idea of what you can do with your organization it's a complex topic uh is complicated to force these changes but perhaps you can do that with your organization as well thank you and here's place for your questions cool okay uh yeah so roughly uh so what's the solution how to split up the org chart yeah yeah okay so the question is i have floating managers all around after i split the org chart what do i do with them that's the transformational change part so typically uh splitting it's it's kind of funny but when i sort of went through a transformational change of an organization when you split into smaller teams typically smaller because the departments are 30 people 40 people and you split it into much smaller teams it's gonna present some management overhead the more teams you have to manage the more managerly tasks it requires and then you're gonna get into okay um how many people can these managers really manage how many how many teams can these managers really manage those are two different questions by the way and when you present the engineering managers with the issue at hand so i know you just had 40 well 20 okay be realistic 20 people in your team instead could you manage four teams of five people they will probably tell you yes so as long as uh as long as uh you are able to sort of fit into this amount of people that they are accustomed to it's not that big of a change for them if you know what i mean so so that's one thing then what typically happens is that you have to add uh unfortunately you have to add one layer on top of it um you no longer have just engineering managers that synchronize all these teams you're probably gonna have team leans and that's a wonderful opportunity to identify talented individuals that can lead those teams ideally within the engineers you don't want to introduce another management layer you want to introduce sort of a leadership structure within the team so ideally you want the teams to be self-organized but still identify the the individuals that can help the self-organization so that's that that's sort of another thing and we can move on but hopefully that at least tells you a little bit of it cool cool thank you all right let's start on time thanks for joining the last session on the conference it's a bad thing because the conference is over but the good thing is that it's the last one so as i most probably be late we can stay for an hour and talk or something like this i'm joking of course i'll try to be quick and we finish not only on time but hopefully a bit earlier so my name is Yancho i come from Bulgaria from a software engineering company in the company i deal with things around sales and also taking care of strategic land and also things around innovation technologies my background is software engineer so i started as a software engineer for 10 years 15 years i did almost everything in the in the in terms of the roles in the lifecycle of software engineering and at some point i turned to business and started combining business and IT so what i want to tell you about is a story about how a company that is actually not supposed generally to be able to spend time a full time people from the team of the company to work dedicated on a software an open source project how we did it so it might be interesting for you and i'd be really happy if this encourages you to think about it and maybe try it in your own companies so i'll start with my motivation why i discussed this i'll tell you our story and i will give you my vision about how you can try this in your company so why discuss this my motivation we're a conference where open source is a core topic so no need to explain why open source is good but on the other hand dedicated software engineering initiatives within companies are actually rare and they're especially rare in occasions of when we're talking about services companies so companies that don't have their own product but are providing software engineering services there are a bunch of types of companies that actually are for them it's a no-brainer to invest in software open source software development so one type is companies that are really focused on open source software like the ones that we see here another another usual suspects are the big ones that anyway are open sourcing parts of the things that they create and yeah those are the the big players also we have companies that are heavily using a certain open source software or platform and actually it's of their interest to be able to steer where this goes in terms of the decision making on how it will be enhanced and driven and roadmap and and everything so in those cases it's normal that they engage on the development so that they're able to actually do this steering they are the non-profit organizations that are focused on open source projects like Eclipse Foundation the Linux Foundation and also there are many academic projects that are being open sourced that are funded by universities and other institutes so those are the usual suspects for companies that it makes sense to invest in having full-time people working on open source only what if your company doesn't fit what if it's you you don't fit into any of those profiles how can it happen so how can it happen so that you in your company it makes sense and it actually you actually have a team working on open source for a company that is therefore making money and being successful why do they do something that costs that will cost money most of the time because there is a business reason behind it so the question is how do you find in such non-trivial cases the business reason for actually this to be meaningful for the company so how can it happen first of all you need to come up with a business case so imagine about it come up with it and make something that's in the short mid and long term would make business sense second you need to gather feedback and supporters so here opinion of people around you within the company and find your idea then you need to pitch it to the decision makers or the budget owners if it's a smaller company it could be the CEO if it's a company that is bigger it might be your direct manager pitch it to them convince them that it makes sense and then start small start experimenting with this with a trial phase make sure that in the beginning it's successful and then get the go for the long-term initiative when the initial phase is over or the trial phase is over and you have positive results then you need to maintain it in a sustainable way so I would say this is common sense for anything that you want your company to do as an initiative more or less you need to do something like this so it doesn't really relate to open source software engineering so I will tell you our story actually how we did it so that you can visualize how this plan can be implemented with a specific scenario so a little bit about Musalasoft so Musalasoft is a company that has been around for more than 20 years now founded in Sofia in the year 2000 currently we are more than 700 experts with delivery locations in Bulgaria Macedonia and Egypt we do a lot of stuff in emerging technologies so we are early adopters of AI, big data, IoT, specifically smartphone, augmented reality virtual reality robotics and the likes and in terms of development the core capacity that we have in terms of delivery is java and dotnet also with a lot of front-end mobile data analytics etc our target markets in terms of clients are European Union and North America and the three verticals where we mostly work in terms of clients are telecom banking and financial services and automotives and we work for big clients like the logos that you see on the right side and we work for them long term so the average duration of a relation with our current top 10 clients where we have IBM, VMware, SAP, Cummelsbank, Volkswagen and the likes currently is more than nine years so you can imagine we have clients that we've been serving for 15 years for 10 years for six years and it's not like 15 years ago we did one project then 10 years ago second now no we started 15 years ago never stopped till now so this is the profile of our company what we are not we are not building and selling our own products so we are a services company we are not providing services around a specific open source platform so we are vendor agnostic we use both commercial and open source platforms but we are not specializing in anything so it's not like we have an inclination about this or that open source tool there is no open source tool that we are particularly dependent on like it's a core tool that we use in our everyday business so it's really important that that tool for us so that it makes sense to maybe contribute also there no nothing like this we are a services company in terms of tooling we work with Maria tools because usually you need to adapt to to your clients preferences and yeah we are not a really big company like currently we're 700 plus people when this initiative happened we were more than 400 people so then what was the context within which we actually initiated the idea which was initiated by my colleague that you see Martin Momov who is director delivery in the company the things that combine this context that allowed this to happen were our focus and our strong experience and business with smartphone and tauti so we do a lot of stuff without you we do a lot of stuff with smartphone projects back then doge telecom smartphone was the biggest project that we had so we had something like a team of I don't know 60 plus people for more than six years and we were a core part of the the initiative and we also as a company invest a lot in people so we we are very well positioned with universities we get early let's say guys that are out of the university or with small experience small amount of experience and we build them with internal initiatives putting them on projects etc so this thing on the left side is the context that somehow combined in the in the head of my colleague Martin and then I'll I'm just copying here the slide that I showed you what we are and then we'll highlight the things that actually go together with an open source initiative that involved this so there was an open source initiative an open source project that actually related to a significant part of the strategic targets and the strategic the strategic let's say goals of the company so it was a project that related to iot to smartphone it was mostly java it was mostly focused and supported by people in the union and also it was it was used and it related to two of the core core industries that we were serving telecom and automotive and in addition it was a big and active project so an active open source project with significant delivery significant contributions and usage it was in a tech area that fitted really well with us so java and to SGI so back then quite dependent on the smartphone things that we've been doing were on OSGI and to the thing that we were looking to find alternative ways effective ways to train new people in the company that are either not experienced so not experienced developers or developers that have experience but don't have experience in this area of smartphone and out specifically which was a target area for growth of our business and then we came up with martin came up with this with this idea why don't we actually gather a team of people put them on a create a team and have this team start contributing full-time on an open source project that actually combines those things that are strategically interesting to us and one goal to be to build those people if they are early in their career they will have core development skills built second if they are experienced and at the moment they don't have a project we can put them for a few months on this one and actually prepare them for getting into one of our iot projects or in our smartphone project so those things started emerging in in his head we had a discussion and we went to our CEO to convince him to invest in this initiative as i said it's aligned with quite a few of the strategic areas of the of the company we positioned it as a enabler for professional development as i explained and also this was a way to add one more project of this type to our portfolio because you know when when you're growing in one one area the references or the the things that you've been doing the more they are the better also we told our CEO we don't want something big now and we are not sure if it will work out so we just want to start small try it with one or two people in the beginning mostly less experienced colleagues so it will not cost much for the company and just see how it goes so we want to give this a try for an initial phase of three to six months we'll monitor results regularly and if it works then we'll talk again so we didn't want much we just wanted to see if and how this will go we also we also mentioned that this will help a lot with our employer branding because you know with companies trying to to hire people and in general developers being happy for working on open source projects putting this additional detail about our company that our company is actually actively supporting with full-time team an open source project would have definitely benefited our recruitment efforts and also without any specific expectations we said it could be also an enabler for getting new business because we will have exposure to other companies that are doing that are working on this open source project as supporters there's no way that we don't get networks networking with them and most probably if there is a fit we could have also new business so with describing all those all those benefits we actually convinced our CEO to give this a try so to invest with starting with this initiative so the project itself is open hub so open hub is an open source smart home system and back then when we started it was also closely related to eclipse smart home so eclipse foundations smart home platform so it's about home automation open source software one of the most popular around the world let's say top three vendor and technology agnostic outdated data but back then it kept 16 more than 16 000 registered users and the the my open hub service was used by more than 20 hundred and the foundation that was behind it so the organization that was driving its its progress was founded in 2016 it had individual like tens back then it had tens of individual members currently i believe they are more than 100 or even even even more than more than that currently there are 13 companies one of them is musalesofts that are backing the foundation one university and also one research center it is focused on advancing open source in general smart home and specifically open hub so it's a foundation the organization that stands behind this project as i said quite active and significant in terms of in terms of yeah backers of the initiative the open hub platform itself the smart home platform that i'm talking about is really widely used for research by academics they're doing research projects on top of it people are doing bachelors masters and even phd tesis using the platform and of course dependent not dependent because of this there are also articles and conference papers so it is well used well recognized as a tool for actually experimenting and doing research for open for smart home different topics of research home automation smart city and etc eclipsed smart home i will not get into details but yeah as you know one of the big open source so eclipsed smart home was an initiative within the eclipsed foundation and it was an open source framework again related as i said open hub and and out and eclipsed foundation which i made a mistake and start talking about is as you know one of the big few worldwide known foundations that are backing open source software so we had the confirmation by our co okay give this a try so what did we do after that so it started in april 2016 and in the beginning we started with one full-time developer only and one senior developer that was mentoring him part time then in a couple of months we got to three developers full time mostly let's say upper juniors so people with some development experience already something like a year and a half two years with no experience without plus again one senior developer and then for information i will continue with details of the story but we were maintaining for almost three years something between three and five developers full-time developers at any moment and one one senior guy that was leading scrum team we told the proper issue tracking and and planning and everything here you can see in one year after we started those are the people this this colleague that is that is down is the the colleague was leading on our side and supporting the initiative and you see people that were by this moment either part of the initiative part of the open source team or they were alumni we're there for let's say four five six months and after that they they left so i believe that this thing that we did is a win win win situation so win for the community and the project the team and the company and i'll give you my reasoning about that what's the impact that we've made on the project so just within a year and something we created a static static code analysis tool for the project so there are a lot of integrations that are being implemented for this smartphone platform and all those integrations need to follow strict rules of how they are developed so because otherwise they might break the break the software that they will be running on so this is why it's a tedious work for people to go and check a lot of stuff for every integration that is being contributed by somebody on the other hand the rules are clear and there was a way to actually create a specific static code analysis tool that can just eliminate this tedious work from the contributors and the supporters we engage with forgotten tasks tasks that i don't know how many of you are working on open source projects but with almost any open source project there are things that have been waiting for a long time to to happen there's an agreement that they need to be done but nobody ever actually does them so we engage with those tasks also there were tasks that nobody really felt like doing because they are not that interesting etc we have a team for for working on that we were not like selective we engaged on that also so this this is how actually we gained also trust and how should I say appreciation by the rest of the people because we were doing stuff that helped them a lot we did service and device integrations we did stuff that again in open source projects are almost always lacking unit tests good unit test coverage and documentation so this sample of the report from the code analysis tools to those are things around some of the integrations that we did this is some of part of the documentation back then that our people started doing etc so one year later this is the statistic one year after the start this is the statistic of actually what we did and what we achieved for for the project and here again back then you can see some some comments from from long term people in the in the project to our people thanks simple and elegant clever solution for uncomfortable looks like some fantastic piece of work etc etc so we got recognition and definitely we did I mean the team actually contributed significantly to the project so to me the first bullet is ticked it was definitely win for the community and the project so let's look at the team so back then as I said this is how the the team looked like on the first side on the first row and the second row people that actually went to the team stayed for something like three to six months and then moved on with their next project we asked some of we asked all of the people three questions before preparing this presentation which originated a few years ago and first question was how do you feel about being part of the open source team amazing experience very interesting heart and inspiring the best place to be for an embarrassed junior like me motivated each day professionals from all over the world giving feedback and making having them grow I learned a lot from them just will stay on this one for a second it's totally different especially if you're only in your career if you're working in a team and you're gathering feedback from people around you and it's a different story if your code goes public and you actually get how should I say detailed reviews by people that are with from all different backgrounds and with usually long long-term experience so we believe that this really really elevated the effectiveness of our junior colleagues growing within this initiative second question was the what are the most useful skills you get in the open source team new concepts and technologies learn to write clean and high quality code because of course everybody was commenting on the code reviews and everything moved away from the fear of working on big big projects very important to me I've learned to cut the complex tasks into solvable pieces so being able to decompose in a meaningful way bigger tasks and actually this way succeed in doing them and me also as a old school developer the last one I really also like I've learned to test my code back in my times we were testing our codes and the deliverables of our work anyway all the developers and the third one what was the most exciting part of you working on the projects they played with real devices because it's a smartphone thank you the fact that it's an open source project the ability to engage with international community meeting a lot of new people and learning a lot so again from this I definitely see I definitely would say that it was a win for the team also another thing to mention is that this was the initiative where the people that get that got the best results in terms of building people both in terms of how much time they needed to grow their skills so that they become they become independent contributors so let's say because on our site when we say meat level developer this means that he can independently work consistently and when they meet when they face really hard problems they didn't then they need help so that's the difference the main difference to me about between junior and mid-level people so the people that came out of this initiative and went on their let's say first commercial project after that they had the biggest the highest percentage of acceptance really great feedback from their team leads and also the client etc so definitely this compared to combination of let's say online training plus being part of teams that like you have for example six people team and then you put one junior guy around them to contribute and and grow this way on a client project of course they will be neglected when there are hard times of the project of course they will not get that much attention when people are busy catching the next deadline and everything so this was the most effective way to train people with the best results great motivation the word spread around the company we used it of course to to popularize this also publicly now to to spread the news publicly and also other people that were around and were also as I said really happy that actually Musala is doing something like this so let's see about the company so what happened from the context of the company now the results so far as I said this is outdated so back then within a year and a half in terms of professional development of people it was full success I just explained it so we'll not get into into that but still very important the thing about process communication skills so getting into such active environment when you connect with people with from international backgrounds all over the world we work all let's say almost exclusively internationally so all our commercial projects are for international clients but still if you are part like an added part of a project for a for a client you don't get this direct communication with the client you don't get this being that active in that here they got full exposure and needed to take full accountability of what they are doing in front of people that were actually how should I say veterans in the in the industry and things like this so growing their soft skills like communication knowing the process etc was also really really effective in terms of employer brand interpretation we got extended external exposure by conferences and other events this session I'm doing I myself I'm doing it for the fifth or sixth time so I did it in Belfast in Germany in Bulgaria I don't remember where else so you you get exposure about what you're doing can't more or less a positive vibe and appreciation as I said very much appreciate it internally so people that are not part of this were willing to get into this and we're also happy that we are doing it and all the people that worked on that were highly motivated because again working on a client project but being an addition to this it doesn't feel really well always working on internal projects for example on some of our our internal systems that we're building sometimes it's it's hard for many reasons to again get the attention that you need so in terms of motivation it was perfect in terms of business also so we had two direct opportunities from new clients based on the networking that we're doing with the other companies with the fact that we were doing this initiative with smart home and we contracted one of them apart from that we get we got four indirect project opportunities through references from new clients and two of them were contracted so we had three within one year and a half actually we got three engagements that were commercial that originated either directly or indirectly from this initiative it was greatly appreciated by existing clients and also potential clients so when we're telling our clients that we did something like this they were impressed potential clients when it's just part of the whole let's say introduction or presentation especially if it's in the topic of IoT it's again something that makes a really good impression so it helped from this perspective also it definitely helped us broaden the expertise and capacity that we had in this area you saw how many people were within a year and a half we kept it like for three years and yeah the extended exposure now from the perspective of business development and sales so we managed to do it really a win-win-win so it was a win for the community and project I showed you within one year what were the results the team both the specific people that went through this initiative and also the the rest of the colleagues in the company and the company from the pure business perspective so I'd say yes it's a win-win-win we managed to do it so how you can try this in your company so strategically you need to put yourself in the shoes of your management so consider what are the key priorities for them what are the pain points what are the important things and try to relate something within such an initiative to those key points so you in order to convince them it will be it should be something like a business case just like I said come up with an open source initiative that makes sense in the long term for the company so choose a project choose an initiative that actually will fit in the long term like we chose smart com and tauti at the moment for 11 years already we are very active in this area and it's it will continue to be like this so choose something that will fit the strategic long term goals and focus of your company yeah as many as as many as possible of the of the goal so it can be like type of system like for example smart com then technologies is it with the technologies that you are moving forward in terms of geography because sometimes open source projects are kind of focused in certain geographies are those geographies your target geographies no matter if it's for people or if it's for business so think about it holistically as many parts of the strategy of the company if you can relate to them with this initiative it would be good fit and then also very important try to align this initiative with the non-technical people from management that are like talent development cells operations and PR just go to them ask them what they think so go to them and don't actually don't ask them what they think tell them that you have this idea and ask for their advice so people if you ask them what what they think some guys will tell that's not a good idea or whatever but if you not just make them feel but you really want their advice they engage and they will consider okay from from the PR perspective yes it's a good thing because I will make be able to do at least let's say two two press releases or we can do at least four articles in for our block and LinkedIn post or whatever this year and you will start hearing things that you can incorporate in your reasoning to the CEO start small as I said don't ask for okay now we'll make the big thing five people focused on that no start small and don't ask for an initiative ask for a trial so ask for something that is very limited instead of getting a commitment for something long-term ask for a small commitment you do your job you all the extra amount to make sure that within those two three months it is it is successful and then move on based on what you put as expected goals that you decide that you expect and kind of commit to work on keep this and on a weekly and monthly basis track and measure your progress and talk once a month to the person that's actually allowed to for this to happen or committed the budget and provide them candid feedback like don't exaggerate but just directly see what the situation is and treat it from your perspective as a long-term initiative for day one even though you have a commitment for let's say two months or three months or something like this if you consider that it's something long-term internally as somebody that is doing it and then your attention to it and your efforts are different so i'm almost out of time so i'll just quickly go through this so this is strategically and then in terms of plan do an analysis based on the strategic points that you did and shape shape a plan choose a few a few projects that could be good candidates as i said based on the the feedback actually adapt the plan that you're having like what i'm saying here is that not come up with something can directly go and try to pitch it to management come up with something talk to people get additional ideas some people tell you like valuable feedback that you can incorporate or fix things and then describe this whole thing show the relation to the strategic goals so i'm doing this and i believe this will help with that this will help with that come up with the idea about the direct and indirect benefits that you expect and also do a good estimation of the expected costs don't try to depreciate because costs are important instead of trying to depreciate them just show your commitment about achieving valuable benefits be it direct on indirect create initial plan pitch the idea don't get discouraged if it doesn't get supported from the first time polish it try again and then yeah always as i said as i said strategic and have have idea have idea about the the big picture so i'm finishing then when you have a confirmation have a project champion somebody that will drive the initiative so somebody that will burn inside to do this then do the initial period two three months make sure that you're it's successful so you tick at least half of the things that you expected to to be there the third bullet here is all in red because as i said work work hard on the the site project tasks like tracking the non-technical benefits the things with hr and pr and etc so that you reap the benefits from this perspective also communicate internally and externally newsworthy stories about this and regularly track actually the project spend so actually how much it costs and report it to the decision makers so what's next try it for your own if you happen to be in a similar situation it might not be a services company it might be another thing but it's just i hope i managed to convince you that a company that if you look it from the site it doesn't make any sense to do something like this can actually do it and keep it for years to have a full time dedicated open source team contributing to an open source project thank you for your attention there is no time for questions so i'm here if anybody wants yeah it's it's the last session so i hope you enjoy the conference and wishing you all the best those are my contacts if anybody wants to connect please do and yeah i'm here to to communicate if you wish thank you thank you sorry i messed it up a bit so it's it's the last presentation but not the last session


Episode three of cooking with Fred not sponsored, but if y'all want to give me a jingle you're cooking roasted chicken Oju is that how you pronounce it? He didn't want to do the salmon because it had nuts in it And yeah, he wasn't a fan of that and he didn't want to do the spaghetti because it's vegetarian So we got that we got this one. Yeah, you gotta have meat with your spaghetti.  All right, so we're gonna cook this roast chicken thing. I Guess we better read the directions first So this homie dish that one of our chefs lovely called freckles when she was a little for the chives sprinkled on top Is comfort food for with a sophisticated touch crispy chicken white wine sauce. Okay. I'm already there man You already started drinking the wine with pea studied orzo That's a little pasta. It's pea studied. I didn't know peas had studs in them And it makes for a crowd-pleasing dinner. That's easy and delicious. Okay. All right. I like that white wine White wine sauce.  I usually buy the big giant ones. Yeah You got everything you need. We got butter cheese Look, and you got white wine. Spice mix Oh, I have to chop the chives like that. Yeah, white wine. I'm winding the bag Yeah, there's no cork flower. Don't you cork screw? This is probably Orgo and a lemon No, you'll need olive oil kosher salt and black pepper So I need to Rinse and slice the chives for you and cut the lemon in half Okay We need flour Perfect right with the plated boxes as they come wrapped in an awful lot of plastic the light is really bad. Sorry guys right out You just be free with your choices that way Be the rebel you are. I hope your hands are clean. That's good thing. I just got done watching embarrassing bodies About people who don't wash their hands If you all don't know what that is Yeah, look it up on Netflix. It's a UK TV show before worn Parts of it are disturbing Yeah, I won't watch it I'm gonna take the seat Yeah, yeah, I'm gonna take the seeds out of the lemon here so you don't actually get one in It would be because I'd rather not break a crown. Thank you very much. I think we need a pot for some water Yeah, we need a pot to boil the orza I'm vertically challenged and I can't reach You can't get that Bigger kitchen with lower shelves Perfect for me though See I run the directions that said first thing Preheat oven to 375 which you didn't do yet. Well, you didn't tell me to do that Bring a medium covered pot of medium covered pot of water to a boil over high heat Covering the water helps boil it faster Supposedly you told me to bread the chicken. Do the chicken.  I gotta bread the chicken and see the chicken I think you're hearing this. Do we need do we need to have your hair in checked? Huh? What? What? Okay, okay pasta So we're gonna sear this and then cook it in the oven Because you want to finish it.  That's how you get salmonella Sal who? Sal Sal you don't want to get sal sal is bad for you. Sal is bad. No, Sal. Sal's bad. Okay. No, Sal You gotta pat down. Oh, we only need half of the lemons. I can put one half in a ziplock bag and put it in the freezer. Okay And we need uh, we have to pat down the uh The chicken We gotta pat down my meat. That's what I do pat down my meat Pretty terrible. I think Jesus Christ. I think you need more wine for this recipe I don't know. It's probably cheap wine. It's not in a bottle. It's in a bag Good drinks wine out of a bag. I meant this one that you poured for yourself. Oh that one. Yeah, I'll drink that I can do that So you gotta pat it down and cook how gooey it is.  We'll get sal then. We don't want sal. Sal is bad. Oh It looks like sal goo right there. Ew gooey sal I'm gonna have to sterilize the countertop Well we have to get some Disinfected wipes Clorox wipes. Nope They're not sorry not sponsored either, but if you all want to give me a jingle These we need to use well we use disinfecting wipes everywhere They're handy That looks like sal right there and get rid of some excess sal Put some sal out It looks nasty That's nasty sal Don't clean the pan out after you put the chicken in the oven No, why not? Because you'll need it to make a sauce I like sauce See I'm coating the chicken dear. It's coating I'm coating sal.  I'm just coating my meat I've got to coat your meat dear Um We're gonna change up the direction a little bit. Let us know if you want to put my frying pan in the oven So we'll use a glass pan So after you get the chicken seared put them in here Okay I don't want to put that pan in the oven. I think that's a bad idea with that particular pan That's a good pan Yeah, but I don't want to put it in the oven. No, we don't absolutely not Okay, so like three minutes on the How long should I cook this for dear? Um heat a little bit of olive oil in the pan Well is simmering chicken and sear until lightly brown about three minutes per side And then transfer it to the baking dish And then we'll make the sauce None of these recipes seem to take very long to make they all seem to be pretty quick Which is good. Oh 35 to 45 minutes. It's not bad roast chicken au jus with orzo and peas Probably didn't pronounce that right Try not to sneeze on the chicken either since you're still sick If I sneeze on I'll make sure it's cooked This is the picture of what it's supposed to look like Somebody said in episode one that we didn't show the plate and we didn't because we didn't expect to make this a cooking series Here on youtube, but we will try to show the plate. This is what it's supposed to look like We'll see if what ours look like. I don't know it'll look better Maybe it's gonna look so good.  No good. I'm dumping it. Is that been three minutes? No good Now that you're timing it or anything just brown it on both sides and then put it in the pan See it should look like this What does that look like? Looks like that. It looks like that See, see that's what it looks like. See, can you see? It looks good Well, I'm trying to see I can bring the folks over there so they can see Yeah It looks good When the water is boiling we need to put the passe in over there It's almost boiling Pasta That is the bag pasta or just the Take it out of the bag In the water Can we take it out?  I was drying my meat I was Getting sal off the meat, so We don't want the sal. Sal needs to go away Sal needs to go away No sal Sal is bad Lighting's a little better over here We like his face. Don't we like his face? What is boiling? Tell him we like his face Hey, the water's boiling They're over here What do you think here? Looks good Pretty good? Yeah So put it in there That looks good So you need to put the wine in Where? In there Don't rinse that out I ain't touching it Should I, I turned the heat off though I don't know No? You're not done, you're gonna make the sauce in that pan Oh So I gotta put this in? Yeah, we were supposed to toss some sauce in there So, I mean, salt What is this? Salt Yeah, yeah, yeah How much did we have to drink? Nothing Yeah, tell me about it That's the problem Okay Okay, so So if I cook the wine, that means all the alcohol Watch out, it's dripping Uh-oh Yeah, take care of that, would you? Yeah, yeah, yeah Okay The wine in there, now what? Add wine Cook scraping up brown bits from bottom Until reduced by half One to two minutes Add chicken stock and juice of half a lemon Nobody ever accused me of being a neat cook Ever But you knew this So I gotta, then put this in here The broth Chicken Stock, right?  Yeah, yeah, yeah Okay And then juice of half a lemon Yeah Just squeeze it?  Squeezing something I don't know about lemons Wasn't there an old Led Zeppel song about squeezing lemons? You know, I always fail that test about the music I always fail the test about the music Why do you always ask me about the music? I have no idea So you want to bring it back to a boil And simmer it until the sauce is slightly thickened Okay Remove from heat, stir in half of the chives And then salt and pepper to taste A little keypad Daily Bob The Daily Bob The Daily Bob So then you gotta put this in the oven for a couple minutes too? Yeah This whole thing? It smells very lemony 12 minutes in the oven Stop boiling 12 minutes I know I did because I turned it down Because it was overflowing Okay, it'll come back up again You know, it's not going to be good when I've read the same set of directions Three times, I'm still rereading them It's not probably a good sign No How come you're rereading them? You think it's going to change? Yeah Yeah, that's a problem It ain't going to change It's always going to be the same Okay, so we have the chicken in here God, this looks so good This is so delicious So We're going to pour this in there and then put it in the oven? Not yet Not yet No, but I'm saying what, it's ready When it's ready, you're going to put half of the chives in there Half And add salt and pepper to taste Then you're going to put it in with the chicken And we're going to put the chicken in the oven for about 12 minutes Add some salt And pepper To my taste Yeah, yeah Yeah, yeah Your taste, that's all messed up because of your cold and the alcohol Yeah, hey, I got good taste Yeah, yeah, yeah I married you But I'm Fred's got real good taste Of course he does Like you said, he married me, didn't he? Right, Fred's a good guy Right, Cindy? Fred's a good guy See? So we cook the orzo till it's al dente And then drain it, return it to pot, add the peas to it And then when the chicken is done plate it with the peas and orzo on the bottom of the plate Let's see, wait Ooh, it's boiling Finally Oh, stir in butter Can I make it al dente? You mean just Add salt and pepper And then add it to the plate Top with a piece of chicken Leaving sauce behind in the pan Stir in remaining butter into the sauce To melt and then spoon over chicken Garnish with remaining chives So half your chives are cooked and half your chives are raw I like raw chives Who don't like raw chives?   Oh, sure, the fancy square dishes We need fancy square dishes It's not going to look like the picture They're square It's not going to look like the picture It's going to look better Better What's this stuff here? Parmesan cheese Yeah When was that going?  Yeah Oh, this stuff has to reduce a little bit too, right?  Yeah, well, it is boiling So we're halfway there Keep stirring, it goes faster too We stir it We always have so many dirty dishes and garbage after we put it in Why is that?  Maybe throw some half the chives in here Okay, and the lemon, oh, you've got the lemon in there already? Of course I was supposed to do that You got your salt and pepper in there already? I did I did it to taste, remember? Because I've got such a great taste Oh, yeah Don't you remember the little ones?  Communists, that's it Lord, now we're going to get comments about your political No, it's just that That tire Yeah Oh, God He's joking, people Well, sort of My address is 1600 Pennsylvania Avenue, Washington, D.C. Oh, boy, will you stop? Send all letters to there Okay, I think this is ready to go Okay, support over the chicken And then, okay All the whole thing?     Dessert Where's the dessert? We didn't get dessert We forgot about dessert We got chocolate covered strawberries, but they were supposed to be for tomorrow That's for tomorrow It's Mother's Day tomorrow That's for you and for you Yeah, don't say me and Rebecca I didn't say Rebecca I did not say Rebecca Seriously The child is not She's a lot of things brilliant, beautiful, successful She is not ready for a baby She could barely handle a puppy Oh god She was a wreck Right? A wreck, train wreck I'll tell you We're gonna get the chicken cooked And I'm gonna see if he'll take out the garbage We'll be right back So the whole cooking with Fred thing The name's an inside joke But what I want to say is If we can do these kind of cooking things together Without paying a lot of attention And having little skill And a glass of wine or two Yeah, liquor, him Well, not liquor, glasses of wine This time it's a glass of wine Well, that's what it was last time Anyway, if we can do this, you can do this And it is a fun way to spend time together Cook a healthy meal Not eat crap, yeah If we sound less than energetic Like the last two episodes It's because there's a lot going on here We've both been fighting a cold And we will fill you in on some of the stuff That's going on at some point But we can't say too much right now But there is, yeah There are some big changes coming up And all good But anyway, we have a lot of fun doing these Kind of pre-prepared recipe meals So I'm looking forward to doing them Maybe trying a different brand I know there's another grocery store Not too far from here That used to have a different brand of these So I'm interested in going over there And seeing, you know, Knott Hill used to have something like this Well, you know, there's also websites that send you food Like, I think Blue Apron Blue Apron And there's a fresh, someone fresh something Something, yeah And they have some pretty good foods that you can order I think like on an automated basis Yeah, and you can do different intervals Like once a week or once a month So I think we're going to keep doing this Because we have fun doing it So I hope if you guys want to keep seeing it Let us know in the comments below And we're going to just wait on the chicken Five more minutes Yes And if you have negative comments, type it out But think about it overnight And then come back the next day And just delete it Because you probably didn't want to do it anyway Well, if they don't delete it, I will Well, yeah But never write anything out of the box Constructive criticism is more than welcome Nasty-ness is not I will delete it Just FYI Yes Never send a post based on Based on anger Because your chances are you're going to regret it later on Probably, yeah Think twice Think twice Think twice It's like measure twice, cut once Cut once, yeah Think twice, type once Yeah, think twice, hit send once Yeah There you go That's it That's my message Think twice, send once Have some more wine, dear I am Okay Anyway, we'll be back in a minute One minute One minute and counting So we have our On our dishes I'm going to take the orzo while we're waiting for the chicken And I'll go now The al dente orzo Yeah, in peace I'm going to put it in the bottom And see We have the Parmesan cheese here They're supposed to put it on top of the chicken Before we put it in the oven But I like it Of al dente Al dente He's lying No, I'm not lying I like an al dente I don't want I don't want You know, it's like when you go to the restaurant They say Would you like more, sir?  Butter That's for We haven't gotten there yet Oh, good Okay, five, four, three, two, one In go Spread out, watch out Hot stuff coming Hold on, easy Watch it You put The rest of the chives on top Yeah, do you want to play camera man Or do you want me to? No, you know what I was thinking? Why don't we cut these up Ahead of time And place the cut up pieces on top What do you think? We could do that, it'll be prettier It'll be prettier And this way we're portion controlled Well, you know what I mean? Yeah, you want to just cut them up on this cutting board? No, I'll just kind of do it right here Can I have this? Maybe Maybe So what I'm going to do here is I'm going to cut this up here into nice little pieces Strips So that we can Number one, you can make sure that it's fully cooked Which it is So we don't want salt, come visiting Sal needs to go away So it has to be not pink in the middle And then this way You can say, well I don't want a whole breast I just want like three pieces Well, you know I'm going to say that You know you're going to say that, right? So if I cut this up here you can say, well I only want three out of five And I can say, well you can do that, I don't know why But you can definitely do that Again, if you want to be a communist, that's fine Just kidding Again, emails to 1600 Pennsylvania Okay, so So you arrange them on the plate? Priddley I'm going to do this one here This one here Look at that That's pretty That's purdy I'm going to grab this other piece here So for the next part you've got to get all the chicken out of that pan Because you've got to add the butter to the sauce That's it, butter this sauce? Oh, well okay Make sure that I have the rest of the chicken I love chicken That's, if that's mine, that's plenty for me Right? Because you don't need the whole piece Because sometimes, you know, we have male privilege and males want more chicken than the female I may be thick and fluffy, but I'm not thick and fluffy because I eat a lot I'm thick and fluffy because I don't get out and walk enough We want to have portion control where the lady can say, you know, I want to keep my girlish figure and only have four out of the five pieces Where the guy may say, you know, I'm a big burly guy And I could, I could, I could eat six out of five pieces And grab the one from the lady And not be, you know, and still, still be, still be a, still be a good guy So I'm going to do this here Do that there Oh, nice and tender Look, that just kind of falls apart on the bone Okay, is that good? Oh, there's no bone, but it just falls apart There you go I'm going to put the other butter thing in there In the sauce, yeah In the sauce? And stir it around And I'm going to put chives on your chicken All right All right That makes it hard to know what you're doing Yeah Just kind of feel your way through it Your old man eyeballs can't see what they're doing Look at that, I got it down, I got it down like a science, it's a science So we got some nice clogged augury, augury clogging sauce here The butter Could be worse Could have bacon fat and butter Oh man, we should put some bacon bits in here, man No Because bacon goes with everything Lord, I got to say something We had bacon on this, that would make it so much better Oh boy Once that's melted, you pour the sauce over the dishes Okay, hold it, hold it And then because we forgot the parmesan cheese, we need to sprinkle it Oh, old container I don't pour, I Ladle Ladle I knew you was going to say that I ladle See here, look at that, look at that See that Shit, nope, excuse me Damn it, I got it Yeah, don't grab it with your bare hands I'm just going to bring it over here Hopefully our formica can handle it, or not the cori The cori, the cori The cori can handle it, there you go If it was the old formica, it would have a hole in it All the times that we ended up doing that Look at that Look at that All the juice on your plate, put some on mine I got a whole, I got a whole thing of juice here I got more juice than you can handle And then don't forget to put the cheese, since we forgot it And yeah, that was a loaded statement Wow Going to get demonetized, holy cow Again, all emails, 1600 Pennsylvania Avenue, Washington, D.C. 1-000-11 There you go How do you even know that by heart?   Oh, scissors are right here Scissors Again, all emails go to 1600 Pennsylvania Avenue, Washington, D.C. You know who lives there? The what, the president?  It's called Roasted Chicken Au Jours Au jus Done Done Period All right End of story That's it That's our dinner this weekend I hope you're all having a great day And a great dinner And hanging out with your family Cooking or playing games Or something, having fun Don't forget to go out And do something nice for yourself Like maybe you do one of these things Now if you're going to pair this with a wine I would recommend a Chardonnay Something from the Napa Valley Or from Morgan Hill Or South San Jose So a nice good Chardonnay Something that's good and buttery With a hint of some spice at the end Would be great That's what we have here So I'm going to enjoy my dinner With a bit of Chardonnay Stop that Everybody do something nice for yourself Because you deserve it And we'll see you in the next episode Bye guys


Hello and how are you all? Let us discuss the following question. Let's say solve the inequality for real X. The expression that is the inequality given to us is X plus X by 2 plus X by 3 is less than 11. X plus X by 2 plus X by 3 is less than 11. We need to simplify this inequality first. So we will be multiplying each term on both sides by 6 that is the lc of 2 and 3. So we have 6 X plus 3 X plus 2 X is less than 66 again. We have been multiplying each term on both the sides by the lc of 2 and 3 that is 6. After simplification we have 11 X is less than 66. Dividing both the sides by 11 we have 11 X divided by 11 less than 66 divided by 11. After simplifying we have the value of X is less than 6. So for real X the solution set consists of all real numbers less than 6. So the answer is minus infinity to minus to 6 in an open interval. So this completes the question. I hope you enjoyed the session. Bye for now.


Now then we might have a credit memo type of situation, which oftentimes we think about happening possibly before we collect the payment on the accounts receivable. So in that case, we're going to say, okay, now we want to reduce or reverse the payment that we're going to expect to receive, and so we just basically want to reverse the invoice with a credit memo. So most of the times when you think about a credit memo, that's kind of how you think of it. You think, okay, we have an invoice, now we're going to reverse what happened with the invoice with the credit memo, and they no longer owe us the full amount or part of the amount of the invoice. Now, if they had already paid us the invoice and we made the deposit, then you have a situation where you might say, okay, do we need to give them cash back, for example, and actually issue them a check in terms of any problems with whatever the transaction was.